Product Management

Interview with a Pure Product Manager

2009-08-27T17:16:00.006+01:00

In this audio interview I speak with the author of the blog Purist Product Management: Aziz Musa. I had the opportunity to work with Aziz for a year at Reed Business Information and found him to be an inspirational and focussed product manager. During the interview I review Aziz’s:

academic and professional background before becoming a Product Manager;
his experiences at Last Minute.com;
the strategic element of the job;
how best to interact with the customers;
the optimum number of products a typical Product Manager should manage;
how to keep up with the latest trends and technologies and
the top 3 attributes needed to enter the Product Management arena.

Presentation on the Agile PM framework

2009-07-01T21:01:00.005+01:00

I wrote a blog post about an agile product management frame work that I had put together in order to give guidelines to the product team and help improve the quality and accuracy of the information on the product roadmap, backlog and release plans. The blog post dealt manly with the creation of the roadmap. The presentation below gives a high level view of the other elements of the framework.

Framework For Agile Product Management

View more documents from morrisond.

Advice for up and coming Product Managers

2009-06-30T21:33:00.014+01:00

I received a phone call at the beginning of the year from PM magazine. They wanted to interview me on my thoughts on how young members of a product team could grow in their careers. The questions they asked along with my answer are as follows:

1. What can young project team members do to climb the learning curve, make an impact and stand out in the eyes of their managers?

Make sure that you deliver your tasks on time. If you have any doubts or are not sure on any task be sure to get clarification well before the deadline. Develop a thirst for understanding what drives the business and the technical drivers are for the projects and/or products that you are assigned to. Be sure to ask for feedback the analysis it and immediately act on what you’ve been told.

2. What's the best way to "sell" yourself and your abilities to higher-ups?

Ensure that you have a proven track record for delivering.

Read good website and blogs on topics that your line manager is interested in – participate in forum discussions – use tools like Yahoo answers and the Q&A section of Linkedin.–Use applications like google alerts or an RSS reader to automatically capture articles on relevant topics – then periodically send you line manager links to articles that they are interested in along with your analysis on the topic and how it can help the products and projects that you are both involved in. Be sure to be able to demonstrate that you can converse confidentially and in an informed way on the topics that matter to them and their career.

3. What should you look for in a mentor? Any downsides to being part of a mentor-mentee relationship?

Look for someone with good people skills and that has your interest in mind – someone who likes to help people. Be sure that they are an experienced professional and understand human nature. It’s also important that your mentor has a successful track record.

4. When is the right time to ask for new duties, more responsibility or even a promotion? How do you let them know you're ready?

Ask for new and additional duties once you have proved yourself with your current responsibilities. Be sure to let your line manager know that you are seeking for additional challenges that will stretch your abilities. Create you own personal roadmap (that clearly identifies your career aspirations) show it to your line manager at the beginning of the year and ask for their input and advice on how to progress. Most companies have periodic reviews – use this as a time to discuss where you see yourself in 2 to 3 years time and the steps you plan to take to get there. Based on this be sure to let them know where you see yourself in the next 12 months.

5. Under what circumstances is it wiser to be patient and wait for another time to seek greater opportunity?

When things are not going well – at times projects will not be going well and the reasons may be outside your sphere of influence – it’s best to get a number of wins under your belt first before seeking greater opportunities. What ever the situation your request should not come as a surprise to your line manager.

6. If applicable to your situation, how do you handle being younger than people you're supervising or leading?

I think that capabilities and experience are more relevant than age. I manage those who are just as capable as me more as a peer as opposed to a subordinate – however I always reserve the right to make the final decision as and when need be.

7. What is the best way to "speak truth to power"? In other words, how do you tell your boss he or she is wrong?

A lot depends on the relationship you have with your boss and the type of character s/he is and the situation you find yourself in. In general people do not like to be told they are wrong – so try presenting the truth by pre-fixing it with something like “another way of doing XYZ is to…” or pose it as a question – “is there any merit in us taking such and such a course instead of XYZ”. However if your line manager will be making a decision based on the incorrect information and the facts are not subjective then it will be best to present the raw facts and evidence – be sure not to do it in a conceited or pompous way – nobody likes a smart alec.

8. What is the best way to find companies with the best career paths for you?

You could use social networking sites like LinkedIn and search for companies you have in mind and then people who have or are working for the company in question and see how their career path has developed.

9. What advice would you have for someone just entering the job market and wanting to chart a career path similar to yours?

Be sure to read good books on both business and technical topics. Take extra classes either correspondence courses or evening classes. Develop interests outside of your immediate career – do some community or charity work – it’s amazing what you will learn from doing this type of work. Keep your mind sharp by learning a musical instrument or a foreign language.

10. What is the best advice you've received in the workplace that you'll someday pass down to someone else?

Never be afraid of a challenge – if possible do not stay with an organisation that does not offer you a good career path or an opportunity to grow and learn.

11. Is there anything else you think it would be important for our readers to know?
Every set back is an opportunity for a come back – calm seas have never made a good sailor. There will be times when things will go wrong – ensure you do a personal lessons learnt (preferably at the end of each day). Be robust ensure you have a vision for yourself (a wise man once said: without a vision the people perish) and the vision will drive you on to succeed in your career.

Agile Product Management Framework

2009-03-01T19:17:00.022Z

There are many good product management frameworks available - however, I thought I would create an agile product management framework that is broad enough to be applicable to any product management groups that is practicing scrum. Each activity has an associated document that is vital for communicating to the various stakeholders. The first activity in the frame work is:

Product Road Mapping

I recently did a presentation on roadmaps at our monthly product manager’s forum and highlighted the following regarding product road maps:

A Roadmap is not:

1) A random list of features handed down to the product manager to document.
2) A roadmap is not a static document that stays at version 1.0 all year.
3) A secret hid away on Share-Point or some other document management system.

A road map is according to Marty Cagan of SVPG (product strategy in an agile world):
“A product roadmap is what describes your current plan of how you will get from where you are today, to the vision described in your product strategy.” Marty goes on , in the same article, and states that “The product strategy analyzes the market opportunity and the technology and describes a vision of what the product can be.” Therefore “The product roadmap describes the sequence of product releases to make the product strategy a reality” (the article goes on to say). The product strategy feeds into and delivers on the company’s business strategy.

Taking the above into account means that product managers need to have a firm understanding of the over all strategy of the businesses that they work in. The involvement in the business strategy will vary depending upon the company that you work for, but overall every product manager needs to have a clear understanding of the businesses they are operating in.

How to Create a Product Roadmap

• Understand the business strategy.
• Collaborate with commercial owners, sales, marketing, engineering and business development on developing product strategies to fulfil the business strategy.
• Research and come up with ideas and present to stakeholders and arrange a brain storming sessions.
• Collate the ideas and work up a strategic roadmap.
• Show the roadmap around and get buy-in from budget holders.

Using the Roadmap as a communication tool
It is absolutely necessary that product managers constantly communicate – the roadmap can be used as a good communication tool to commnunicate to:
– Developers, Test Analyst and the wider technical team.
– Your line manager & heads of departments
– Managing Directors and Chief Executives

Communicating the product roadmap demonstrates that the product has a clear vision of where it is planning to go and therefore goes a long way to building confidence at all levels.

Implementing an Agiles Sales Framework

Part #9 The role of the Product Manager in Scrum

What is the job of a typical on-line Product Manager?
What’s Product Management is like a Year after Implementing Agile

What causes Product Managers to become disorientated?

2009-02-01T22:16:00.009Z

Agile development gives the software product manager a good sense of orientation. Therefore it’s no surprise that when the agile development team steps away from using scrum (or their preferred agile method) either in part or completely

Could cause the product manager to become just a little disorientated - this has been my experience on two occasions over the past few years.

Totally moving away from scrum
The first time was in the summer of 2007 when we where planning a major redesign of a B2B website. It was decided to take advantage of the redesign and upgrade our technology at the same time – in fact it was deemed pretty much necessary. The development team had to carry out a number of research tasks and experiments on moving from .Net 1.1 to 3.5 and also on how to best build a reclassifying engine to automatically reclassify all the legacy content (some 50,000 articles) and then every new article that the editorial team would create from that point onwards. In hindsight it was a big mistake to allow the research to go ahead with out formally sizing and scoping it in pre-sprint planning. I had no way of knowing how things where progressing and when the research would come to an end.

Partially moving away from scrum
The second deviation from scrum occurred this year. At the beginning of 2008 we implemented a radical restructure that effected product management, test analyst and developers. The newly formed team had inherited a newly implemented platform,
moved to a new floor and adopted new tools. Initially the new floor did not have the multitude of white boards that our previous floor had. This brought about a lack of visibility. Previously I could walk past half a dozen white boards and get a really good idea on the progress of four scrum teams with in my portfolio of products by looking at the list of impediments, the location of sprint tasks on the white boards and most of all the updated burn down charts.

Lesson Learnt
Irrespective of the work being carried out ensure you stick to your scrum cycle, estimate each task and keep track of progress using burn down charts. Failure to do so could cause you to become disorientated.

A book for all Product Managers: The Art of Product Management

2008-12-10T21:31:00.010Z

Lessons from a Silicon Valley Innovator by Rich Mironov

This book compiles some of Rich's most popular columns from 2002 to 2008. It includes thoughts on building and maintaining product organizations, understanding how customers think, ideas for how to price new products, and ways to motivate people who don’t work for you. Collected into a single volume, it paints a picture of a typical interrupt-driven day.

Rich Mironov is a software product strategist and veteran of four high-tech startups. He is currently Chief Marketing Officer (CMO) of Enthiosys, a product strategy consultancy headquartered in Silicon Valley, where he advises technology companies ranging from F100 to pre-funded startups. Rich is considered an expert on software product management and mar¬keting with a focus on business strategy, pricing and market analysis.
The five key section are:

1. Falling in Love
2. Organizing your Organization
3. The almost New – New thing
4. Getting into the Customers Head
5. What Should Things Cost

Rich draws analogy between being a parent (and at times a first time parent) and product management – an analogy that I used to describe the difference between product management and project management.

The book promises to be a good read for product managers who are working for start ups and for large corporate organisations – click here to purchase the book from Amazon or here to read more about Rich and his book The art of Product Management.

Product Managers Need to Show Engineers “What Good Looks Like”

2008-12-09T20:44:00.010Z

Much has been written about how product managers can get along with the engineering teams – however the converse is also just as important – engineers need to get along and deliver for product managers.

Delivery should not be confined to the production of working software at the end of a sprint or project but delivery should also be expanded to day to day issues: technical, scheduling and timing, releases, scope creep and additional demand, unit testing etc… What the product manager need is solutions and options in order to aid in them in making an informed quick decision. This is particularly pertinent in this time of global credit crises – quick decision making could be the difference between releasing those crucial features ahead of the competition - which could be the difference between account managers reaching or missing their monthly sales targets – which could be the difference in the business unit either making a profit or loss – which could be the difference between the organisation reaching their yearly profit margins by cutting cost or by organic growth.

It is therefore incumbent upon product managers (and technical team leaders) to help the developers and engineers who are accustom to communicating just a problem to change their behaviour and stop – think for a while and offer a solution to the problem(s) they encounter. Each solution put forward (as opposed to a problem) helps the company get a step closer to reaching its revenue targets.

Changing habits can be hard so it could be useful for the product manager and/or team leader to identify someone in another team who posses the good attributes I’ve identified above – an engineer who when communicates a problem offers a number of options or a solution thus we will help them identifying “ What Good Looks Like”.

How Product Managers can tune in

2008-09-10T19:12:00.003+01:00

Pragmatic marketing’s management team wrote a book “Tuned In” which gives 6 steps on how to create successful products and services - something that sits at the centre of every product manager’s job. In short the 6 steps are...

Step 1 Find unresolved problems – how do we know what markets, products, features to focus on.
Step 2 Understand buyers’ personas – identify who will buy your offering.
Step 3 Quantify the impact – how do we know if you have a potential killer app?
Step 4 Create breakthrough experiences – how do you build competitive advantage?
Step 5 Articulate powerful ideas – how do you establish memorable concepts that speak to the problems buyers have?
Step 6 Final step in the tuned in process is creating a resonator – viral marketing - products and features that people will want to talk about, buy and recommend.

Future post will comment on each post.

How to Create Products Customers Love

2008-09-07T17:17:00.004+01:00

Product Management View Webinar Series – Marty Cagan, of SVPG, presents “How to Create Products Customers Love. A webinar that is well worth half an hour of your time - where Marty highlights 10 Techniques for discovering products that are: valuable, usable and feasible - taken from his book inspired.

1# Make sure you know what problem you’re trying to solve and that it’s worth solving.
2# Create a product strategy so that you know what you are trying to solve – even if you’re using agile!
3# Create a prioritized set of product principles so you know the nature of the product you’re trying to build.
4# You simply won’t get great products by asking customers what they want – customers don’t know what’s possible – customers won’t know what they will like until they see it and use it. However this does not negate your responsibility to be close to your customers.
5# Don’t try you define /design by committee – empower the key three stakeholders: product manager (function/value) – user experience lead (form/usability) – engineering lead (technology/feasibility).
6# Realize that function (requirements) and form (design) are completely intertwined – forget the old waterfall model of “requirements followed by “design”.
7#If mostly what you do is race to add features, you’re probably: not actually improving the product - no really making a difference.
8# As important as the engineering is, the user experience design is even more important, and usually more difficult – make sure you have skilled user experience designers, especially interaction designers.
9# High-Fidelity Prototypes: gives you something realistic to test on users – force you to think through the product – illuminates the true product requirements – helps you narrow down to minimal product – communicates product to the team.
10# It’s all about trying out your ideas on real users – before you build anything – test with real target users and customers – test early and often, throughout discovery.
The book: www.svpg.com/inspired
Click here for the webinar

Innovative Product Managers

2008-06-03T21:47:00.008+01:00

In his article, Innovating in Large Companies, Marty Cagan highlights the fact that many successful companies allow their engineers to spend 20% of the time on innovative projects of their choice. Marty encourages companies to allow Product Managers as well as engineers to spend 20% of their time innovating. Why is this a good idea?
– Because many successful products come from the bottom up rather than the top down.

Tim Brown, in his Harvard Business Review article, stresses that innovation comes through observations, observing how people use current products - what products could help them do their jobs better.

Marty in the same article reminds us “that innovation is rarely about solving an entirely new problem. More often it is solving an existing problem in a new way. So watching people struggle with their existing solutions is a great way to highlight innovation opportunities.”

Good product managers, according to Jeff Lash, do not just gather requirements — they understand unmet needs, existing problems, and opportunities for improvement, and they then use that information to determine the requirements for the product.

So what are the characteristics of innovative Product Management? Tim Brown identifies five attributes that can be applied to a Product Manager:

1. The Product Manage has EMPATHY: that’s to say they have the ability to image the world from multiple perspectives, they put people first, they notice things that others miss and use their insight to inspire others.
2. The innovative Product Manager is an INTEGRATIVE THINKER they use analytical processes along with their ability see all the key points and the things that seem to contradict aspects of a problem. They use novel solutions to solve existing and/or emerging problems.
3. Product Managers must be OPTIMISTIC they have an inbuilt believeth that there will be a solution to any given problem.
4. EXPERIMENTALISM: The PM understands that significant innovations don’t come about from small incremental tweaks.
5. COLLABRATION: Product Mangers work along side many people with different disciplines and also have more than one discipline themselves.
The innovative Product Manager adds value through observation, insight and understanding.

Related articles:
Successful Product Managers collaborate to ensure innovative product development
How Product Managers can avoid innovation traps #part 1
How Product Managers can avoid the innovation trap #part2
The innovation Value Chain and Product Management

How to be a better Product Manager

2008-06-01T22:10:00.005+01:00

Graham Jones co-founder of Lane4 an international performance development consultancy gives several tips, in his recent article “How the Best of the Best Get Better and Better”, published in this months addition of Harvard Business Review, on improving your management performance – many of the tips are applicable to Product Managers. The article draws several parallels between successful sports and athletics personal. The tips are very applicable to Product Managers.

The first point that Jones puts forward is that the real key to excellence in both the sports and business world is mental toughness and the ability to thrive on pressure.

Loving Pressure
Product Management by its very nature is a job that is highly pressurised. You may be at a trade show and all of sudden the (beta) product your demonstrating gives up the ghost. How do you cope? It’s not always possible to ship spare equipment to annual exhibitions – such a situation will call for the product manager to quickly think on their feet. Or suppose your release gets unexpectedly delayed, a senior stakeholder has promised a major client that new features in order to secure a purchase order or sponsorship deal– the lucrative deal is under threat and your mail box and voice mail gets flooded by a host of complaints and questions to add to the pressure your company is desperate for revenue, times are hard – competition is tough.
Jones states that “You can’t stay on top if you aren’t comfortable in high-stress situations. Indeed, the ability to remain cool under fire is the one trait of elite performers that is most often thought of as inborn. But in fact you can learn to love the pressure…” The two tip that Jones gives is to a) learn to compartmentalization – the sports person who loses a match on Monday must be able to put the defeat behind them walk onto the pitch the next day and play with the will to win. b) Have a secondary passion that you can switch to – a hobby or charity you support. The ability to switch will help you avoid burn-out and therefore succesfully ride the storms of a commercail life.

Reinvent Yourself
I read a number of years ago that feedback was the breakfast of champions. Jones gives example of Trampolinist Sue Shotton who reinvented her performance and as a result became world champion. One of the things that enabled her to achieve her ambition was her “insatiable appetite for feedback – according to Jones a quality he has seen in all top business performers his worked with. Product Managers who work in an organisation that values ‘lesson learnt’ or ‘scrum retrospectives’ can solicit or create an atmosphere for honest constructive feedback.

Celebrate the Victories
It’s important to celebrate victories but according to Jones it’s vital to be able to identify how and why you were victorious he says that “The very best performers do not move on before they have scrutinized and understood thoroughly the factors underpinning their success.” It’s important that Product Managers know how and why they’ve achieved success. This gives them a better chance of repeating success at a later date.
Related articles: Ten Steps to Better Product Management

What’s Product Management is like a Year after Implementing Agile

2008-05-13T21:32:00.015+01:00

It’s been over a year since the product management team went on a series of agile/scrum training courses. The transformation and associated challenges over the past 14 months have been quite interesting. Here’s a report on the journey, progress, issues encountered and experiences to date.

Product Management Prior to Scrum
Before agile working practices where adopted the Product Managers role consisted of a lot of short term tactical wins coupled with continual fire fighting. All this resulted in Product Managers being more reactive to situation as opposed to being proactive in delivering new products to market and improving on developing the feature set of their current product portfolio.

How Scrum was Implemented
The philosophy of agile was presented, by the IS Director and Head of Web Solutions Group - Kelly Waters (author of the blog 'all about agile software development'), over a 3 month period to various committees, steering groups and forums in order to get the by-in from Managing Directors and Publishing Directors.

External trainers where also brought in and presented, to the MDs and the heads of Business Development and e-Marketing, the issues that companies face with software development and how agile/scrum could address the challenges we were currently experiencing.

Agile/Scrum Training
On-line Product Managers, Web Editors and Business Owners spent a few days on a scrum master and product owner’s training course. All Product Managers had a strong idea of the rudiments of scrum and a few where practicing elements of it. The training helped consolidate the principles of scrum within the Product Management team and helped gel a common high level theoretical understanding of the principles and vocabulary of scrum.

Problems and Issues
The real battle started after the training. Whilst some business owners embraced scrum others where less than reluctant to adopt or get involved. A number of open meetings were set up, with the Product management team, where business stakeholders were free to ask questions and engage in an open debate regarding the pros and cons of adopting the new way of working. Product Managers also worked on a 1-to-1 basis to evangelize the benefits and to secure and maintain buy-in. Fortunately the Managing Directors fully supported the principles of agile – so inevitably business stakeholders eventually freed up time in their daily schedules to attend the 10 to 15 minutes stand ups each morning and a few afternoons every 15 days to participate in pre-planning, planning, reviews and retrospective meetings.

Identifying and Solving Problems
Implementing scrum did not solve all the company’s problems but went a long way to identifying many of them.

Problems with releases:
Increase in the frequency of releases identified bottlenecks in the resources used/alocated to carry out releases.

Managing the release problem
The Lead Product Manager’s implemented a ‘scrum of scrum’ where releases are put on a white board and at 4.30 every afternoon a Lead Product Manager or the Development Manger meets with the Product Managers who want to release the following day in order to set the release priorities based on business value.

Problems with Agile Testing
Test Analysts found it a challenge adapting to agile – I ran a few sessions with the Web Solutions Group Management team and all the Test Analyst from across the department. Many issues where down to a change in test working practices. No longer did the Testers have a fully documented technical and functional spec to work with. Read Part # 7 Points to watch out for when converting from waterfall to agile testing for more details

Solving the Agile Test Problem
The Test Analyst were sent on Scrum Master training courses, the Analyst aspect of the Test function was highlighted and the Test Analyst are now given the formal responsibility for gathering and documenting the test cases during pre-planning. The test cases are presented to the customer(s) during the planning meeting in order to get their formal feedback and sign-off. This has formed part of us adopting agile engineering practices and therefore test driven development.

Return on Investment (ROI) and improvement in quality using Scrum
Just prior to implement scrum I had finished managing a project (re-design of a B2B website). Six months afterwards I worked on another redesign of a B2B website that was more feature rich and technically challenging. However this time I used scrum to manage the project the number of man hours was reduced by 35% and went live with 3 known minor/low bugs – with in 2 hours of launching we discovered 2 bugs that did no show up in our test or UAT environments – both bugs where fixed within a matter or hours.

Product Management Post Scrum
Implementing scrum has resulted in Product Managers being able to be more proactive and think and act longer term. Sure there are still issues with fire fighting and predicting the exact date and time of a release - however the overall negative situation has diminished considerably since the organisation has embraced agile working practices. The profile and trust of the Product Management team has also increased – many act as proxy product owners and are involved in defining features and working along side business owners in making decisions, identifying opportunities to improve the product feature set and advising business stakeholders on a host of different tactical and strategic issues. See:
Part #9 The role of the Product Manager in Scrum
and
What is the job of a typical on-line Product Manager?

Ironically the few business stakeholders who where sceptical about embracing agile are now some of its greatest exponents .

The Need for Product Managers Continues to Grow.

2008-05-07T12:24:00.011+01:00

Traditionally when I think of the job of the product manager I think of someone who is half marketing and half engineer – someone who is 50% orientated towards business needs and 50% orientated towards technology. People who have this mixture hold a number of different job titles: product manager, product marketing manager, product development manager… and so on. There are many papers and blog post that explain the differences between these job roles and functions e.g. Product Management vs. Product Marketing. From my point of view your job title and function depends a lot on the type of company your working for and the industry you’re in.

I wrote a blog post a few months ago about Product Management moving into IT/IS departments. This should not come as a surprise since the Product Manager is essentially a bridge between business and market needs and technology – (be it hardware, software or a combination of the two) - and the talented individuals who dedicate their lives researching, designing and building technical products. Many SME and organisations e.g. Banks rely on information technology to gain the competitive advantage hence the investment in product management to ensure that technology constantly delivers business value and therefore the competitive edge.

Tim O'Reilly states that: "Technology is fundamentally transforming publishing." In the same article entitled Tools for change conference he continues by saying that:
"There is so much that publishers need to know: how to effectively apply new Web 2.0 concepts like harnessing collective intelligence, loosely coupled web services, tag clouds, and mashups; content generation technologies like blogs, wikis, and crowdsourcing; content management systems; production workflows for XML publishing; real time data analysis driving publishing decisions; new presentation layer tools like Ajax (and the latest from Adobe, like Apollo); search engine optimization...."

Taking all this into consideration it’s no wonder that Product Managers have arrived at online media companies, bridging the gap between the publishing business and technology teams. Marie Griffen says in her article Product Managers Arrive that:
“The Internet is a constantly evolving technology, not simply a delivery platform for content in electronic form. It requires the creation of new jobs within media companies, and one area that is on the rise is online product management.”

The article goes on to say that: "At Penton Media, the product manager function is well-developed. “Product managers marry market needs with the core competencies in our technology group,” said Prescott Shibles, VP of Penton Media "s new media group.

I’ve been working as a Product Manager for Reed Business Information (the world biggest B2B publishing company) for 3 years – prior to that I had worked for in Project Management and Product Management for two different technology companies who designed and manufactured products for the broadcast industry. Comparing the two different Product Management roles I would say that the technologies, of course, differ. Also in the online world your loyalty is shared between at least 3 different types of customers: the advertiser and/or sponsor, the end user and the search engine/google(bot) as opposed to just a single customer who was generally the end user. Apart from that the fundamental functional differences in Product Management are minimal. The key differences lie in the area of work flow and processes - however this can also vary between companies with in the same industry.

So if your looking for a challenge and a change in your product management career I would highly recommend transferring your skill set and working for an online media company.

The current transition the publishing world is experiencing is akin to the transition the broadcast industry went through when it moved from analogue to digital or to put it in consumer terms the transition from having limited TV channels with analogue to have unlimited channels with digital TV or the move from vinyl to CD – as with all changes some will embrace while other will get left behind.

Product Management is not just here to stay its growing fast and gaining ground. Where ever there are business problems and commercial needs (be it B2B/B2C online publishing or re- purposing adverts in wide screen format for television or producing films in HD for the cinema) the product managers ultimate goal is to utilize technology to produce products to solve the problems and meet the market needs in a profitable way.

Where will the product manager be in 3 years time?

2008-04-16T17:56:00.008+01:00

Where do you, as the Product Manager, see yourself in three years time?
I always find this question challenging: the pace of product management and technology is moving so fast that it would be quite difficult to predict where or what today’s product manager would be doing in three or five years time. However here are a few thoughts that may help you answer the question and put you on track for a prolonged and fruitful career as Product Manager
Stress on seeing yourself as a successful Product Manager
I’ve always liked this quote from Allan R Cohen book “The portable MBA in Management”
“…the meaning of success has also changed for most people. No longer do people think of success in terms only in vertical terms (for example in terms of promotions). Increasingly, people define success in their own terms, measured against their own particular set of gaols and values in life. We call this psychological success. The good thing about success from the individuals point of view is while there is only one way to achieve vertical success (that of moving up), there are an infinite variety of ways of achieving psychological success.”

Applying horizontal success to Product Management
The Product Manager could apply philosophy of horizontal success by talking about:

Becoming or continuing to master a range of technologies that are applicable to his/her market and product.
To be known as the Product Manager that successfully launched a number of innovative products into the market place.
Broadening your product portfolio and entering new markets.
Taking on more responsibilities and mentoring junior product managers

Achieving the above and being formally recognised for it is also known as lateral promotion acording to Promoting to a new employer
"The lateral promotion is where, because of your increased knowledge, skills or experience, you earn more pay but do not get a managerial position. Many companies have realised over the past decade that one way to keep their personnel happy is not to make them supervisor, manager, partner or vice president, but to pay them better for being good at what they do. It's a simple way of rewarding - and keeping - valuable employees without putting extra strain or a new life on them."

It’s important not to give the impression (or have the idea) that you’re using the company only as a stepping stone to becoming the “Head of Product Management” or promoted to being the “Group Product Manager.”
Be sure to persuade the interviewer that you are able and ready to add value to the company and the product range(s) you will be managing before you give any impression on having a desire to climb the corporate ladder.

7 things the Product Manager needs to consider when bypassing processes

2008-04-11T11:29:00.011+01:00

Wikipedia, states that: Product lifecycle management (PLM) is the process of managing the entire lifecycle of a product from its conception, through design and manufacture, to service and disposal. Therefore it is important that the product manager believes and supports the processes that the company has implemented. However are there ever situations when it is acceptable to break an agreed process?

The answer depends a lot on the industry and products you’re managing. Very early on in my career I worked as an Avionics Engineer – the company would periodically be audited (with little or no warning) by the CAA, FAA and internal QA department. For obvious reasons failure to adhere to and being seen to follow the laid down processes would be totally unacceptable. Other industries are bound by SOX or ISO 9001 etc…. So if asked, at an interview – it would be wise to demonstrate that you understand and embrace the appropriate processes and procedures. However it would also be good to demonstrate that you can think outside the box. Some industries are not heavily regulated and there will be times when bypassing a process may result in commercial gain. If you feel it is appropriate to bypass processes then by sure to indicate that you would consider the following 7 points:

1. Inform your line manager. The last thing you want is for you boss to approach you if something goes wrong – ensure you keep her/him in the loop.
2. Weigh up the risk and rewards to the company and product. Are you sacrificing quality and therefore the company’s reputation for the sort term commercial gain? E.g. by shipping a product to a customer before it has been fully beta tested. On the other hand if you don’t ship first will you competitor ship before you and gain valuable market share?
3. Weigh up the risk and rewards to your career – in other words would you feel confident defending your actions to corporate management? How would you explain a lost commercial opportunity to the CEO or MD?
4. Keep a record of what was not done or who was not consulted.
5. Send an email, inadvance, to those who may have actually by pass the process and be sure that you clearly indicate that you as the ‘Product Manager’ are prepared to take full responsibility for any unfavourable outcome.
6. After the event (e.g. a release of a new online feature) be sure to backtrack – tidy up any loose ends and make sure that the records correctly reflect what actually happened and why. Or continue beta testing and offer the first customers free upgrade etc…
7. Review the process that was bypassed and see if it could be improved to cater for any future emergencies.

My final thought on the topic is never by pass a process if it involves compromising on health and safety, breaking the law or deceiving the customers/end user no matter what the commercial gains.

If you want to get into Product Management - then ask a good Product Manager.

2008-03-31T17:04:00.009+01:00

Many ask the question “How do I get into Product Management” well here are a few links to Q&As, on the topic, on Jeff Lash’s new website ‘Ask a Good Product Manager’

How can a software engineer become a product manager?
View my answer to this question - hopefully it will help not just the asker but many more software engineers who want to make the transition from software engineering to product management.

How can I become a product management consultant?
After being a product manager for a number of years you may want to change career and become a product management consultant. Read how Adrienne Tan of brainmates answers this question.

How can I become a product manager without any experience?
Saeed Khan of On Product Management shares his views on how to get into product management.

You can also read more of my thoughts on how to get into product management at:
How to get into Product Management

And read how other got into Product Management at:
How others have moved into Product Management

How do Product Managers Keep up with Technology?

2008-03-25T19:33:00.011Z

In general Product Management and/or Technical Product Management is about orientating between business and markets trends and needs and

being able utilise technology to define product features and enhancements. Marty Cagan, in his article Are You Technical Enough? States that:

"When I interview product management candidates, I’m looking hard at these two points. The candidate must convince me that they are capable of understanding and applying new technology, and of earning the respect of the engineering team."

As such keeping up with new and emerging technologies and learning about technologies that could be new to you is not only a challenge but critical to being a good and well respected Product Manager. Marty in the same article gives a few tips on how to stay technically savvy or should I say technologically savvy.

"There are many ways to do this. Books, articles, blogs, extension courses, experiment with the technologies or write software on your own, spend more time with your engineers, ask them about the technology topics they are exploring and tag along."

'Technical Product Manager' or 'Technology Product Manager'

In my book we should be careful not to get being technical mixed up with being able to apply technology to solve a problem – semantics one might say – let me explain – I view being technical as being the role of the Developer, Engineer or the Architect the person who is able to dig deep into the code, design the solution be it hardware, software, firmware or a combination of all three – they are also the people who are able to maintain the product, figure out work arounds (e.g. when chip sets all of a sudden go obsolete and purchasing are unable to source any more or a release of a new online feature causes performance issues not experienced in UAT or system test environments). The Product Manager needs to be able to have an appreciation for these issues but is not the person to offer up a detailed solution.

Things Product Managers do to keep up with Technology

Here’s how a few Product Managers that I have interviewed keep themselves updated with new technologies:

From Marketing to Product Management: Ivan Chalif says that he
"...typically let my Engineers bring new technologies to me, but I keep my eye open for new UI features and capabilities in other products that I think might be useful for my users. I also subscribe to a number of usability- and technology-oriented RSS feeds."

Transition from Web Developer to Product Manager: Patrick Jolley said "By using sites like TechCrunch and eHub. I also really like the ‘Movers and Shakers’ section on Alexa."

Interview with a Director of Product Management: Paul Young says that he tries "... to read a lot. I make heavy use of Google Reader to keep up with RSS feeds from favorite tech sites like Engadget. I also regularly read the other Product Management blogs that I link from my site, Product Beautiful. I am always amazed and humbled by the great thoughts and posts that other Product Management bloggers are creating."

Interview with an Ex AOL Product Manager: Brunella said "By reading a lot on the Internet and getting the latest hints through friends and colleagues in the field."

Interview with Jeff Lash: Author of How to be a Good Product Manager "... I try to read as many blogs as I can manage, read general consumer and business magazines, and learn from colleagues. I try to use as many new web sites as possible -- I always sign up for the "notify me when this service is available" email notifications, since there's too many to remember. As much as I try to stay ahead of the curve, though, I can't keep track of everything. My feeling is that if something is really going to be important, I don't need to be the first to find out about it, since I'll probably hear about it soon enough if enough people are talking about it."

From Technical Support to Product Management Mark Barns states "Mostly through working closely with in house development teams on Product Requirement and Software Requirement Specs. Continuous customer engagement, Trade Shows and Standards bodies attendance also help."

Tony Bradley in his article: Keeping up with Tehnology gives this advice:
"New technologies and improved technologies are emerging all the time. It can be daunting to try to keep up with them all. Remember to focus on keeping your business needs in mind and finding the technology that helps solve them rather than keeping up with technology just for the sake of keeping up with technology."

How do you keep up with technology? – Please feel free to share your thoughts and experiences.

Product Manager adopting web2.0 agile software development

2008-03-13T20:22:00.015Z

In the world of web development online product managers have two choices big bang (probably using waterfall) Vs incremental redesign (and empower product development) of the websites their responsible for. The world of online moves at such a fast pace that by the time you carry out your research, then work with an analyst to document your findings in the form user requirements and then design and build your website (or online product) and then launch/re-launch it, the original research is in danger of being out of date or put another way superseded by some new online fad. This means that you’re in danger of being in decline before you’ve had the opportunity to experience growth and maturity. In my opinion a combination of adopting agile software development (such as Scrum) along with web 2.0 technologies and mindset (i.e. perpetual beta) coupled with taking a brave decision to develop a new home page whilst leaving the rest of the site as is and then asking for user feedback via your web site has got to be the way to go. The most recent site to do this is the BBC.co.uk.

Opting for incremental raises a few questions for the online product manager.

#1.Will changing and releasing just the home page of a site confuse the users?
#2.Will internal stakeholders adopt the perpetual beta approach?
#3.What do you do if the users make suggestions that go against your company culture for your online product?

I’d value your feedback on this subject.

Interview question on under performing

2008-03-10T19:56:00.003Z

What would you do if your boss called you to a meeting and informed you that your team has been complaining about your lack of leadership and management?
You would or course be surprised even shocked because you would have put things in place to ensure that you where leading and managing the team well. Once you express that you would be surprised you could then:
1. Ask if their where any particular examples.
2. List the things you would have in place to ensure that individually and collectively the team felt they where managed and led. Such as:
a. Regular team meetings – where everyone has the opportunity to give feedback and where you have the opportunity.
b. Regular one to one sessions – where you have a chance to get close to your team members.
c. Periodic review of work done – with out micromanaging your team.
d. Yearly formal appraisals where tasks are set followed through with formal quarterly reviews.
The above demonstrates to the interviewer how you would manage your team so that such a situation would not occur.
However if such a complaint surfaced and your line manage agreed with the complaint then you could suggest you work with your line manager to put an action plan together in order to get things back on track.

From Technical Support to Product Management

2008-03-09T13:42:00.002Z

Mark Barnes has extensive experience in facing customers, initially as a customer support engineer and then later in his career as a product manager. Continue reading to learn more about his transition and views about product management.

1. What’s your academic background/training?
BEng in Electronics Engineering from Sussex University.
Postgraduate Diploma in Marketing from Chartered Institute of Marketing.
2. What did you do before you where a product manager?
Field Service > Customer Support > Sales Support > Product Management
3. Where did you work prior to your current position?
Prior to current position at Tektronix I worked for Adherent Systems Ltd, (Digital Broadcast Test and Measurement) as a Product Manager. Adherent was acquired by Tektronix (General T&M) who in turn have been recently been acquired by Danaher (global portfolio of companies) - now my current employer. Prior to Adherent I worked for Radamec Broadcast Systems Ltd as a Customer Support Engineer, Sales Support Engineer and Product Manager. Prior to that I worked in the Oil and Gas exploration industry for Baker Hughes Inteq (aka Exlog) as a Field Service engineer.
4. What inspired you to become a product manager?
The desire to improve the products I was working with. In previous (support) roles I was always dealing with the results of other peoples product development decisions. I felt I could do better and had ideas about how to improve products and services so decided I should put my money where my mouth is and take on that responsibility in a product management role.
5. How did you make the move from being a Support Engineer to becoming a product manager?
During time spent in customer support role I found I gravitated towards sales activities, demo's, trade shows etc. This led me to realise that I needed to be in a position where I could more effectively influence product direction and when a Product Management opportunity in the same company came up, I took it.
6. What do you like best about your job?
Getting to the bottom of customers problems and developing solutions that make those people and their companies more successful.
7. What do you least like about your job?
Overcoming the challenges of large company 'inertia' needed to execute with velocity.
8. How do you keep up with the latest technologies?
Mostly through working closely with in house development teams on Product Requirement and Software Requirement Specs. Continuous customer engagement, Trade Shows and Standards bodies attendance also help.
9. Describe your Product Management job in one sentence.
Solving customers problems profitably.
10. What’s your dream product to manage?
Great question - something that I am passionate about, is strongly differentiated and targeted at a clearly defined niche segment.
11. How would you describe managing product development before you/your company adopted agile?
We don't tend to use agile in teh hardware world. My current company uses a gating process common to many hardware technology companies product introduction processes. A product is researched, defined and business case justified before the main thrust of development commences. Some amount of de-risking by the development team may take place before the project gets the green light.
12. What would be the top three attributes you need to do your job?
#Insight into customer needs, current and future.
#Ability to communicate effectively across functions, and at all levels, of the organisation.
#Leadership qualities - necessary to motivate cross-functional teams to deliver outstanding products that deliver value to all stakeholders.
13. What’s the key attribute you need in order to work with the development team?
Credibility in the eyes of the developers - I have seen others fail because of this.
14. What do you do when you’re not managing products (outside interests)?
Young family occupies most time. Also motorcycles.
15. What advice would you give some one who wants to become a product manager?
Product Management can be very rewarding because you control, and are accountable for, the product or service in question. However the Product Manager must be truly passionate about the Product or Service to maximise the rewards. If you do not feel a connection to the Product or Service in question then don't take the position - find one that you care about.

Wanted Online Product Managers to work in outer London.

2008-03-06T15:27:00.014Z

I've been blogging about product management job interviews, how to get into product management from being a developer, project manager, business analyst etc… for a few months now. Ironically I currently have an opening in my team for a talented individual. Read on if your interested -

Reed Business Information is the world's largest business-to-business publisher. Reed has experienced tremendous on-line growth over the past two years – as such we are looking to recruit a web product manager to product manage a number of on-line products. Click read more to view the job description and how to apply:

Product Manager

Information Services

Information Services includes a department responsible for the development of web sites across the portfolio. Web Solutions Group is an internal online development department for RBI UK incorporating roles that specialise in the creation and on-going development of online products.

The Product Manager is a role designed to bridge Business and IS in developing online solutions. The successful candidate will work with one or more assigned business units in order to roadmap and oversee the delivery of the IS solutions and services required by that unit in order to achieve its revenue targets and overall strategy.

KEY ACCOUNTABILITIES / RESPONSIBILITIES:
Strategy:
To work with each business unit to in order understand their strategy, goals and objectives and to develop a clear technical roadmap to enable that business unit to achieve them.

Ensure that all assigned business units have a clear understanding of the IS technical strategy.
To contribute to the overall IS strategy and ensure that their business units interests are fully represented. To advise business users on new innovations and technologies within the industry.

Projects
To assist with the initiation of new business projects for each assigned business unit.
To oversee the scoping, requirement gathering and agree all technical solutions on behalf of the business unit.
To represent the business unit in terms of technical solutions on the project steering board.
Ensure that the business unit remains fully engaged throughout the project lifecycle. Project sign-off responsibility to ensure that the final delivered solution was what was originally requested

Support
To prioritise enhancement requests with, and on behalf of, the business units they are representing.
To keep business users informed of progress and to work with the relevant development managers to ensure that changes are delivered in a timely fashion.
To act as the first line escalation point for any IS issues within the business unit
To take on the role of Incident Manager for any critical IS issues the business unit may have.

Quality
To oversee all IT deliverables and services provided to a business unit and to ensure that they are of an acceptable standard and quality.

KEY SKILLS REQUIRED:
Broad Technical understanding across various methodologies, platforms, tools and languages.
Highly customer focused with experience building and/or implementing IS Solutions
Ability to plan forward, analysing possible outcomes and maintaining contingency plans.
Strong influencing and negotiation skills with experience working at all levels within an organisation up to board level.
Preferably educated to degree level in an IT or Business discipline

EXPERIENCE REQUIRED:
At least 5 years experience in a customer facing development management, product management or architectural role within a coroprate organisation or large software house.
Demonstrable experience of creating technical strategies and roadmaps for an organisation or significant business unit.
Experience working within the Media industry, with knowledge of recruitment advertising desirable.
Some experience in a project management role
Experience developing in a Microsoft Environment - coupled with an understanding of web portals using the .Net framework.
Experience working with in an agile management frame work such as Scrum
would be advantageous.

If you think you've got what it takes, are based in the UK and can commute to Sutton (Outer London), please send your CV to me at: allaboutproductmanagement.yahoo.com.

Recruitment agents please note, we have a strict preferred supplier list for recruitment, so please no agencies.

Interview Question: How Do Product Managers Handle Success?

2008-03-05T20:47:00.006Z

The interviewer poses the folloing question:
"You, and your team, were involved in a successful launch of a new product that exceeded business expectations during its first phase - what would you do?"

First I would Celebrate [with the team of course] and then….

Follow Brian Lawley’s advice which is stay humble and give credit to the team.

Following that it would be critical to analyse all the activities that led to the success launch of the product. State that as the product manager I'd have the over view of all activities but the analyse will be designed to get into the detail.

Were standard processes and procedures followed? – If they where then that’s fine, if not find out what was done differently and then suggest that the particular process might be improved in the light of the current success.

How was the interaction between the various stakeholders? Did the requirements change? What methodology did the development use: Scrum, DSDM, Waterfall (probably not!). Were there code reviews, was there pair-programming for those real in-depth tricky aspects of the code base.

How was the marketing tasks carried out? – What budget was spent on promoting the product via to launch compared to other product launches? How was the sales team trained?

Round up your answer by stating that you would document the feedback – coupled with your own observations and recommendations and then work towards embedding the improvements into the 'departments and company culture' so that the next phase and next product launch will be even more successful. Finally state that you would share and discuss your finding with your colleagues via case-study on the departmental blog and/or team meeting, thus functioning around CMMI level 2 to 3.

Where do you see your product in two years time?

2008-03-04T17:26:00.007Z

Looking into the future and knowing what the competition, the market and your product will be like is probably one of the most challenging tasks that any product manager has to undertake. This can be a tricky question to answer at a job interview. “Where do you see product x in y years time”? How a product manager answers this question gives the interviewer an insight as to how much of a visionary they are and whether or not they keep a keen eye on technology as it progresses. Here are two mini case study answers to such as question.

I carried out a few interviews over the last couple of days and asked the candidates “How do they see the web in a few years time.” A few interesting thoughts came up. One person drew an analogy between the way television has evolved over the past few years: from two analog channels in black and white to 100s of digital channels via cable & satellite. Like wise the number of web pages will continue to increase therefore competition for viewer-eye-balls will increase as well. The candidate went on to say that as TV has become an integral part of everyday life the web will become even more embedded in the lives of business professionals. We will become more reliant on information to do our jobs and that information will be provided via the types of on-line products and services that we ['we' being the company they were hoping to join] produce – our [being 'us' working together] challenge is to package the information in an easy, digestible and appealing way so that users keep on coming back for more. The subtle use of we and our came over quite well.

The other candidate focused on enabling technologies like ajax and silverlight to enhance the user experience and discussed the merits of web 2.0: social networks and web services to give users a more personalised experience – he quoted the BBCs and new home page i-google as an example of being able to move widgets around a webpage and mix and match a combination of widgets to give you the all the information you want in the format you want. Thay stressed that going forward many more websites would adopt and roll out such features- untill they become almost standard. They also mentioned how mobile device will probably change and copy the UI of apples i-phone.

Whilst neither candidate came up with the next killer app or suggested something total new or innovative, however they both demonstrated that they had at least thought through the general direction of on-line products and were able to demonstrate how and why future changes might be brought about.

How others have moved into Product Management

2008-03-03T19:38:00.015Z

How do I become a product manager? There is no one right answer to this question however one thing we do know is that very few if any people enter the realms of technical product management immediately. I have interviewed a number of Product Managers who have shared their background, experiences, likes, dislikes and given tips on how to succeed.

1. From Marketing to Product Management
Ivan Chalif studied psychology and counselling at university as opposed to business studies or technology – however he is a successful technical product manager. Read how Ivan made the various transitions in his career that eventually resulted in him becoming a product manager. Read From Marketing to Product Management for more details.

2. From Web Developer to Product Manager
Patrick was a web developer who produced online products for the travel industry. Patrick took an interest in the business operated become acquainted with the key business stakeholders and eventually made the transition into product managers for the travel products the business went through a restructure. refer to Patrick's interview for more details: Transition from Web Developer to Product Manager

3. From Hardware R&D Engineer to Product Management
Francois Abbe had a strong technical background and worked for an engineer led company. As a result the engineers were used in many client facing activities. This gave Francois the opportunity to perform many of the product management roles while being an engineer. This helped make the smooth transition to product manage many of the products that he worked on as an engineer.Read From R&D Engineer to Product Manager for more information

4. From Mechanical Engineering to Software Product Management
Bikram Gupta has an academic background in Mechanical engineering – he used his engineering degree to get into IT. Bikram has a wide technical background and has read his way into Product Management Follow the link to read Bikram's interviewMoving from Technology to Product Management to increase business skills

5. The man that did all the roles before entering Product Management
Marty Cagan has worked for several hi tech Silicon Valley companies. He has a wide range of experience in many technical roles including Product Management. Marty is a founder of Silicon Valley Product Group a consultation firm that helps companies with all aspects of the product life cycle read the the interview by going to the following link From Software Engineer to Product Manager to Founder of SVPG - Interview with Marty Cagan

6. From Business Analyst to Product Management
Andy started his career as a Business Analyst - the opportunity arose for him to temporary manage a few products. He took up the challenge, impressed his employer and then got promoted. He has since moved onto a new product management role and market sector Andy's interview can be found at Moving from Business Analyst to Product Manager to "Online Product Manager"

7. From Webmaster to Product Management
Daniel worked for a publisher as a webmaster. When his company went through a restructure he applied for a job as a project manager in the IS department. This gave him exposure to Product management and it was just a matter of time before he moved through the ranks and now managers a strong portfolio of online products for the aerospace industry Danile's interview can be found at the following link: Transition from Webmaster to Product Manager via Project Management

8. From Web Applications Programmer to Product Management
Paul Young started life studying Radio-Television-Film at University but quickly moved into web applications programming which eventually led into Product management. Paul is currently a Director of Product Management. Read Interview with a Director of Product Management for more details.

9.From Account Management to Product Management
Brunella Russo was an Account Management for a Financial Company. She moved into Product Management at AOL. Read Interview with an Ex AOL Product Manager

10. From User Experience Designer to Product Management
Jeff Lash has a strong background in User Experience Designer and has practiced information architecture. Jeff now works as the Product Director for MD Consult, a leading web site providing clinical reference information for physicians and medical professionals. Interview with Jeff Lash: Author of How to be a Good Product Manager

11. The man who read himself into Product Management.
Matt Rowe is one of those Product Managers who is self taught and self read. Matt was a Business Analyst (BA) prior to becoming a Product Manager. As a BA he ran several small projects – this coupled with his BA experience put him in good stead to become a product manager. Interview with a Product Manager

12. from Customer Support Engineer to Product Management
Mark Barnes found him self having to face customers in order to fix and install problems with equipment they had purchased - now he talks to customers with the aim of producing products that will provide them with solutions. Read From Technical Support to Product Management for more information.

Related articles:
How to improve your Product Management career and grow in your job
Interview Questions for Product Managers
How to get into Product Management

From Marketing to Product Management

2008-03-02T22:03:00.005Z

Ivan Chalif is author of th eblog The Productologist. He is also a founding member of the Silicon Valley Product Management Association (SVPMA). In addition to creating the original logo, and managing the website and forums, Ivan was instrumental in organizing early SVPMA events and establishing the organization’s charter.

1.What’s your academic background/training?
Both my undergraduate and graduate degrees are in Psychology and Counseling. While getting my undergraduate degree, my focus was on working with individuals with severe psychological disorders like Multiple Personality Disorder, Schizophrenia (which by the way, is not the same as MPD, even though they are commonly used interchangeably by the media), Bi-Polar disorder, and Depression. My graduate school work centered on working with young gifted students with behavioral problems. Learning to communicate effectively with both of these populations has gone a long way in contributing to my success as a Product Manager.

2.What did you do before you where a product manager?
Before I settled into Product Management, I worked in a variety of Marketing roles, including competitive intelligence, marketing generalist, webmaster, and application prototyper.

3.Where did you work before you worked for StrongMail Systems?
The past few years, I have worked at Email Service Providers like Acxiom Digital and ValueClick. Before that, I was Director of Marketing at a small online agency and before that I worked in the library automation industry.

4.What inspired you to become a product manager?
To be honest, I fell into Product Management. It combines many of the business functions that I enjoy (and some I don’t) and it was only through trying out other Marketing roles that I found out what Product Management actually was and started to get more interested in moving into that type of position. I am passionate about the user experience and in many organizations that starts with Product Management.

5.How did you make the move from being in Marketing to becoming a product manager?
I moved into Product Management through a hybrid role that combined Web Producer and Product Management functions.

6. What do you like best about your job?
The part of Product Management that I like the most is solving problems. There isn’t a day that goes by that I am not working on solving a problem for a customer, prospect or internal user. It may be as simple as addressing a customer question or as complex as creating a brand new workflow for users, but it’s the challenge of overcoming the constant onslaught of problems that I find most stimulating.

7.What do you least like about your job?
Meetings.

8.How do you keep up with the latest technologies?
I typically let my Engineers bring new technologies to me, but I keep my eye open for new UI features and capabilities in other products that I think might be useful for my users. I also subscribe to a number of usability- and technology-oriented RSS feeds.

9.Describe your Product Management job in one sentence.
Balancing spinning plates on a drinking straw while walking a tightrope as fast as you can with an itch on your nose.

10.What’s your dream product to manage?
In an ideal world, I would love to be the Product Manager of a motorcycle. I’ve been a fan of motorbikes since my youth and with “standard” bikes in particular. My two favorite bikes are the 1984-86 Honda CB700s and the 1986-87 Yamaha Fazer.

11.How would you describe managing product development before you/your company adopted agile?
Most of the companies that I have worked at have used a traditional or modified waterfall development process. There was one company where we used an iterative development process, but that was more a function of lack of development planning versus actually following an agile method. I am not convinced that an agile development process is ideal for every type of product, so I am not driving a change to that from our current process, but I would be interested in working with a development team that uses the agile methodology to see how it works first hand.

12. What would be the top three attributes you need to do your job?
a. The ability to make decisions quickly and effectively.
b. Being able to communicate with both internal and external stakeholders.
c. Comfort with a rapidly changing environment.

13. What’s the key attribute you need in order to work with the development team?
The patience to see your plan through to the end. There is a constant tug-of-war between Product Management and Engineering. Product Managers want more features in less time; Engineers want fewer features in more time. There are compromises along the way on both sides, but don’t sacrifice key elements of the product plan because they are difficult or haven’t been done before. Stand up for your ideas, your product and your users. That’s what it means to be a Product Manager.

14. What do you do when you’re not managing products (outside interests)?
Besides spending as much time with my family as possible, I try to fit in a variety of physical and mental activities including, soccer (futbol for the rest of the world ), running, snowboarding, reading hard science fiction and political satire, and occasionally blogging.

16. What advice would you give some one who wants to become a product manager.
Product Management is a broad practice that is, at best, loosely defined. If you are thinking about becoming a Product Manager, try some adjunct roles first. Sales, Corporate Marketing, Support, and Professional Services (or Engineering, if you are technically-inclined) will all give you a good background and the skills necessary to be a successful Product Manager. If you are a new Product Manager, it’s easy to get sucked into doing things that aren’t really product-related. Stay focused on addressing the needs of your users and understanding your market. The rest will fall into place.