Product Managers — Do We Really Need Them?
By now, it’s common knowledge that the world is not black or white, but shades of gray. Some people might disagree, but that’s a topic for another time.
In the realm of product and business development, the frameworks and guidelines we see aren’t commandments set in stone. Instead, we should use them as navigation systems, guiding us toward our desired destination (product vision) by suggesting various routes (strategies). The navigation system (well, I like Apple Maps) is just providing what it thinks is the most appropriate route, but it doesn’t mean you have to take it. Detours are acceptable, especially if they lead to a faster, more pleasant, or more scenic journey. The same concept applies to product development.
Be Passionate
But passionate about the outcome, your product vision, whereas the journey, well, let’s try to enjoy the journey, make it pleasant, as long as you never lose sight of the expected outcome.
It goes without saying that being flexible with your “pleasant” journey doesn’t mean that you’re building your product without any clear strategy, organization or process. It’s important to have a process in place. The point here is that you and your team should be able to find what’s the best strategy for your unique situation. Over time you will learn what works and what doesn’t, and you can pivot accordingly.
I’ve discussed how frameworks aren’t set in stone, and we should be passionate about the outcome while enjoying the journey. How do we accomplish this, and who takes charge?
Introducing the product manager!
The product manager is the one who can do this and more. “Couldn’t the project manager do that?”, you might ask. The answer is, maybe. It depends on each project manager and how much they want to be involved. Project management and product management are distinct concepts. Once a project is complete, the project manager’s task is done, but the product lives on, and the product manager takes care of it.
I’ve seen more often than I’d like products being developed as projects, which is fine, but with the project part of it being the expected “outcome” rather than the product vision. In such cases, timelines, documents, gating, project metrics take precedence and become the ultimate goal. Then you deliver and surprise… so many issues, customer frustration, revenue below expectations, among other potential problems.
I have to emphasize here: project management is essential and necessary depending on the type of product and company. However, project management is not the ultimate goal — the product vision is. That’s why I believe every product must have a product manager, and in some cases, a project manager as well. Product and project managers are partners who complement each other.
A product manager will coordinate the definition of the product vision, ask the right questions, and develop the product strategy. They will gather information from meetings, conversations, and discovery sessions with customers, business stakeholders, and other partners. The product manager is responsible for understanding the product, its value to users, where it’s going, and who to engage to get things done. They’ll mobilize whoever and whatever is needed to unblock dependencies and clarify requirements.
I’ve seen many times products with requirements going back and forth for months and when the development team can actually start it’s actually too late. Then, the only option is to put unhealthy pressure on the dev team. The product manager should be able to help avoid that.
Data-Centric?
Yes, the product manager must make informed decision, based on good’ol metrics. But that’s just part of it. Are you noticing a pattern in this so-called product management role? Everything is just a small part of it, and everything and everyone together makes that idea become reality.
I like to say that every product manager must be people-centric. The rest will come with experience and pursuing their best day in, day out. Get along with people, with your peers, with your customers, with your stakeholders, and I guarantee (who am I to guarantee anything?), you’re headed for success.
In the end, this is just a reflection, thoughts I’ve often had throughout my career. There are some many different types of products, companies, teams that it’s very hard to just have a recipe to follow. Although, I study a lot, I’m always reminding myself to put focus on the value I want to bring to society and how I can have great relationships along the way.
Let me know your thoughts on how you see the product management role, from a technical and a not so technical point of view.
Disclaimer: If you’re an experienced PM, my reflections above might seem obvious, but in my mentoring journey, I found it to be quite an eye-opener for many beginners.
