 In the last installment of this series, I reiterated four key pillars a best-in-class product manager drives:
Of the four pillars, the technology pillar is likely the most familiar to a product manager. A best-in-class product manager can understand the why as articulated by a business owner, translate it into a business system what, and ensure the technological how developed by engineers aligns to the what and satisfies the why. It’s also important that a product manager has an eagle-eyed view of things that can adversely impact technology development and can proactively mitigate or quickly respond when bad things happen. Having that eagle-eyed view is key to being considered a best-in-class product manager. To better support the eagle-eyed premise, here are some nuggets to consider: Read more at ProjectManagement.com.
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 Some time back, I worked as a project management consultant with a client on some of their large projects. This client had a dedicated change management (CM) organization that recently purchased a methodology from a CM service provider.
All the PMs in the organization were required to go through training on the methodology. The training itself was good in that it helped underscore concepts and level-set on terminology. Included in the methodology was an out-of-the-box project plan that the CM organization wanted the PMs to adopt. It was very difficult to get the PMs to adopt the methodology because the stock plan didn’t align well with how PMs were used to planning projects. The stock plan tried to include non-CM tasks to be more standalone-like, which made adoption more difficult. The methodology got a bad rap because of the incongruency of the stock plan with how PMs planned out projects. Unfortunate. Read more at ProjectManagement.com. 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. 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. |
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