Understanding the *Next Product Job Up *(and Getting Promoted)*

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Information about Understanding the *Next Product Job Up *(and Getting Promoted)*
Business & Mgmt

Published on February 8, 2014

Author: RichMironov

Source: slideshare.net


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.

Understanding the Next Job Up (and Getting Promoted) ProductCamp London

About Rich Mironov • Veteran product manager/exec – Business models, pricing, agile – Organizing product organizations • 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 promotion funnel is narrow – Not an entitlement – 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?

WHAT DOES A PRODUCT MANAGER DO? budgets, staff, targets strategy, forecasts, commitments, roadmaps, competitive intelligence Executives market information, priorities, requirements, roadmaps, epics, user stories, backlogs, personas, MRDs… Field input, Market feedback Product Management Development product bits Marketing & Sales Markets & Customers Segmentation, messages, benefits/features, pricing, qualification, demos… © Rich Mironov, 2014

Mythical PM Organization VP Products Dir PM Pricing Analyst Dir PM Sr PM Sr PM Sr PM PM/PMM PM/PO Competitive Analyst PM Product Owner Channel/Part ner PM

PM as Individual Contributor Focus on single-product content and planning • Knows more about product, market, roadmap, competition, 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-functional cooperation and priorities PLM-level trends and market input Standardization and simplification Mentor your replacement • Scope – Next 6 quarters – Broad product strategy and budget • Keep the trains running

VP Products • Focus on aligning strategy, organization and products – Is the company succeeding? Is PM succeeding? – Company-wide issues and disconnects – Market success ($ales) • Scope – 3 year trends – Thoughtful member of exec team • How do we build organizational 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 competitors are out-developing us by 3060%. We need a 12-month executive commitment to invest in Development and PM improvements”

Take-Aways • Organizational levels do different things • Demonstrate skills one level up • Decide what you want

Contact Information +1-650-315-7394 rich@mironov.com www.mironov.com @RichMironov www.linkedin.com/in/richmironov

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