 In the last installment of this series, I reiterated four key pillars a best-in-class product manager drives:
The article focused on aligning job descriptions to the new business system and the role the best-in-class product manager plays in ensuring the change is effectively managed. Next up is the process pillar. Read more at ProjectManagement.com.
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In The Best-in-Class Product Manager Part 1: The Policy Pillar, I defined four key pillars that a best-in-class product manager drives, as follows:
The article focused on organization-wide, division-wide and regulatory policies and how a best-in-class product manager incorporated policies into business systems implementations. Next up is the people pillar. Read more at ProjectManagement.com. In my recent series, I outlined 42 questions a product manager should ensure are answered across the following software development life cycle phases:
The foundation of these 42 questions is based on a product manager functioning as something I call a business system steward, which at its core requires focus on four pillars:
In my experience, a best-in-class product manager ensures that all four pillars are at the forefront throughout the SDLC and that the resulting business system reflects alignment and, in some cases, tradeoffs among the pillars. This four-part series will deep-dive into what I believe to be critical policy, people, process, and technology factors that separate best-in-class from average product managers. This first part focuses on policy. Read more at ProjectManagement.com.  In this series I am outlining 42 questions that a product manager should ensure are answered across the following SDLC phases:
Read more at ProjectManagement.com.  In this article series, I am outlining 42 questions that a product manager should ensure are answered across the following SDLC phases:
In the previous article, I focused on seven product manager’s accountabilities when designing a solution. This article focuses on seven questions to be asked when developing a solution. Read more at ProjectManagement.com.  In this series, I am outlining 42 questions that a product manager should ensure are answered across the following SDLC phases:
Read more at ProjectManagement.com.  In this series, I am outlining 42 questions that a product manager should ensure are answered across the following SDLC phases:
Read more at ProjectManagement.com.  In this article series, I am outlining 42 questions that a product manager should ensure are answered across the following SDLC phases:
In my previous article, I focused on seven product manager’s accountabilities when developing a product strategy. This article focuses on seven questions to be asked when developing a product roadmap. Read more at ProjectManagement.com.  Recently, I introduced the concept of product managers needing to focus on people, process, technology and policy pillars when driving systems solutions. Product managers have accountability as an extension of the project sponsor to ensure each of the four pillars work together in concert as a holistic business system.
While the concept may hold water, the next logical step to underscore what this looks like is more detail that can be better applied in a product manager’s day-to-day life. To that end, I will examine each of the following typical SDLC phases and outline 42 questions that a product manager should ensure are answered. The phases covered are:
Before going deeper, let’s level-set on a couple of things: Read more at ProjectManagement.com.  Several years ago, I consulted with a large IT organization working for the VP of program management. This VP and I have a long history of delivering results for more than 25 years. His organization was comprised of program directors with varying levels of project managers working in each program director’s organization. The program management VP had a peer VP accountable for product management. The product management VP also had directors, which included product managers and product owners.
The product management and program management organizations didn’t get along well. There was confusion on role clarity, and a chronic “that’s not my job” mentality. The product managers didn’t think they should be accountable to the program managers, and the program managers had difficulty pinning down what the product managers were—and were not—accountable to deliver. Shortly after I started my consulting gig, the VP of product management hired a new product management director. In one of his first meetings, which included the program management VP, the product management director referred to himself as “CEO of the Product.” Read more at ProjectManagement.com. |
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