Understanding the Next Product Job Up (and Getting Promoted)
11
Understanding the Next Job Up (and Ge5ng Promoted) ProductCamp PDX
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13-Sep-2014 -
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ProductCamp London, 8Feb2014: a talk/discussion about how larger companies tier their product mgmt roles (individual contributor PM, director, VP), ideas about what they each to, and conversation about deciding if you want that promotion.how to signal that you do.
Transcript of Understanding the Next Product Job Up (and Getting Promoted)
Understanding the Next Job Up
(and Ge5ng Promoted)
ProductCamp PDX
About Rich Mironov
• Veteran product manager/exec – Business models, pricing, agile – Organizing product organizaEons
• 6 startups, including as CEO/founder • Founded Product Camp, chaired first agile product manager/owner tracks
www.MIRONOV.com 2
Roles and Promotions
• Individual PM role is different from Director or VP Product Management
• The promoEon funnel is narrow – Not an enEtlement – Not (just) by being the best at your current job
• Do you demonstrate skills/scope beyond your current role
• Do you want that next job?
market information, priorities, requirements, roadmaps, epics,
user stories, backlogs, personas, MRDs…
product bits
strategy, forecasts, commitments, roadmaps, competitive intelligence
budgets, staff, targets
Field input, Market feedback
Segmentation, messages, benefits/features, pricing,
qualification, demos…
Markets & Customers Development
Marketing& Sales
Executives
Product Management
WHAT DOES A PRODUCT MANAGER DO?
© Rich Mironov, 2014
Mythical PM Organization
Dir PM Dir PM Pricing Analyst
Sr PM
PM/PO
Sr PM
CompeEEve Analyst
Sr PM
PM
PM/PMM
Product Owner
Channel/Partner PM
VP Products
PM as Individual Contributor
Focus on single-‐product content and planning • Knows more about product, market, roadmap, compeEEon, use cases, personas, trade-‐offs than anyone else
• Talks benefits with customers; tech with engineers • Relentless communicator of the truth • Timeline: Next 2-‐4 quarters
Get it done with what you have
Director of Product Management
• Focus on processes, resources and teams – Cross-‐funcEonal cooperaEon and prioriEes – PLM-‐level trends and market input – StandardizaEon and simplificaEon – Mentor your replacement
• Scope – Next 6 quarters – Broad product strategy and budget
• Keep the trains running
VP Products
• Focus on aligning strategy, organizaEon and products – Is the company succeeding? Is PM succeeding? – Company-‐wide issues and disconnects – Market success ($ales)
• Scope – 3 year trends – Thoughful member of exec team
• How do we build organizaEonal support to do the right things?
Example: Agile/Lean Adoption
• PM – “Let’s review roadmaps, personas, user stories, backlog, acceptance criteria for my product.”
• Director – “Here are training and coaches and processes and metrics and tools to move us toward Agile/Lean.”
• VP – “Our Agile/Lean compeEtors are out-‐developing us by 30-‐60%. We need a 12-‐month execuEve commitment to invest in Development and PM improvements”
Take-‐Aways
• OrganizaEonal levels do different things
• Demonstrate skills one level up
• Decide what you want
Contact Information
+1-‐650-‐315-‐7394
www.mironov.com
@RichMironov
www.linkedin.com/in/richmironov
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