Tiêu đề Module 1 [Tài liệu đọc - Bắt buộc] - Giới thiệu Product Management & Tư duy sản phẩm ✅

Về PM

It’s true that everyone has lots of ideas, some of them good, but most ideas people have are for things they want, not necessarily things customers want. For example, think of an engineer who spends her days using cryptic command-line tools—I’m sure you know someone like this! This engineer probably prefers keyboard shortcuts, dislikes GUIs, and favors using code to explicitly specify meaning. Now, imagine that engineer is part of a team working on an iPad word processor for senior citizens. Do you think the features the engineer would prioritize match what the customers need? A large part of a PM’s job is to figure out the small number of key features to prioritize for the customer, and to lay the groundwork for long-term business viability by gracefully saying “no” to the numerous requests that don’t fit the customer’s needs. Similar but Different It’s also worth looking at roles that are related to, but different from, product management. These jobs get confused with product management because in some companies a product manager will also handle these roles’ responsibilities, even though they aren’t the product manager’s primary strengths. For example, remember how we said a good PM would do whatever it took to ship the product? Further confusing things, all of these related roles are abbreviated “PM.” Project managers are most often confused with product managers. While there are many subtle differences, they can be summed up by saying that a project manager owns the schedule and helps ensure the team is on track to meet any deadlines. The project manager will often work with the product manager, and a product manager will provide input on the schedule. Project managers are masters of schedules and Gantt charts, not of representing customers. Program managers are usually a bit more similar to product managers, but program managers generally focus more on the “getting it built” side, working closely with Engineering and Operations. If you’re building a wearable, for example, the program manager will likely be in touch with the manufacturing facility frequently, whereas a product manager will have limited direct interaction with them. Program managers tend to be masters of execution, sort of like a “super” project manager To further confuse things, the title that describes what a product manager does varies slightly from company to company. Microsoft, for example, calls its product managers “Program Managers.” Apple generally splits the product manager role into the “Engineering Program Manager” (EPM), and the “Product Marketing Manager” (PMM), with the PMM being closer to our definition a product manager, and the EPM being closer to a project manager. Product managers are like the conductor in an orchestra. The conductor never makes a sound but is responsible for making the orchestra as a whole sound awesome to deliver a great performance to the audience. Great conductors understand and engage with everyone in the orchestra, using the right vocabulary with each section, diplomatically moving everyone together toward the shared goal of a great performance. Project managers help keep all the rehearsals organized so that the orchestra will be prepared for the concerts. Program managers are involved in planning the entire season’s schedule for the concert hall, setting things up so that the project managers can make each performance successful. ... Types of Product Managers While you will often hear people talk about product managers in the general sense, you will also hear about specialized product managers. Depending on your background, you might find one of these specializations a more appropriate career choice than the general role. The most common specialization is technical product management. This refers to a PM who has a strong technical background, and who works on a technical product. For example, this person might