In the world of agile software development, the confusion over product owner versus product manager is hardly new.
This problem has existed as long as software and product managers have been around.
It merely has a new name – a big reason for much of the confusion.
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Products are the basis for all things revenue for most organizations. Unfortunately, customers don’t care as much about products as their suppliers would like to believe. Customers only care about running their business, growing and making a profit.
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Most product management professionals readily admit they spend too much time in the weeds on tasks that, at the end of the day, don't contribute much to the overall mission of the organization. Here are three things product management professionals can do to be more effective doing what they're paid to do - managing the organization's primary source of revenue - its products.
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The most absent and overlooked role in the entire product delivery
cycle is the functional designer. Ironically, it may have a greater
impact on the success of a product than any other role. Here’s why.
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Much like pain relievers, most B2B products and services use a common
platform and emphasize specific features that constitute an industry
specific solution.
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If you've ever wondered why some athletes are great with one team but
not so great with another, the difference is usually in their
supporting cast. The same philosophy applies to the product management
function.
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Strategic product management implies that the people best suited for
the job are capable of thinking at a higher level, a label that all too
often creates a perception that strategic people have more value to the
organization than those who are not strategic. Right or wrong, it’s a
reality.
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Product management positions are among the toughest to fill due to the
broad range of skills and real-world experiences that make for success
in any given environment. A successful product manager in one
organization doesn't necessarily translate to a successful product
manager in your organization because the circumstances may be very
different.
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