Más contenido relacionado Similar a Differences Between Project and Product Management - H. Del Castillo, AIPMM Webcast (20) Más de Hector Del Castillo, CPM, CPMM (20) Differences Between Project and Product Management - H. Del Castillo, AIPMM Webcast3. Founded 1998
Largest Product Management professional group
Provides professional development and
certification
• Certified Product Manager
• Certified Product Marketing Manager
• Agile Certified Product Manager
• Certified Innovation Leader
© AIPMM 2013 @AIPMM www.aipmm.com
4. Today’s Speakers
Moderator:
Cindy F. Solomon, CPM, CPMM
Founder, Global Product Management Talk
Producer, Startup Product Summit http://startupproduct.com
@cindyfsolomon @ProdMgmtTalk @startupproduct
Presenter:
Hector Del Castillo, PMP, CPM, CPMM
http://www.linkedin.com/in/hectordelcastillo
@hmdelcastillo
© AIPMM 2013 @AIPMM www.aipmm.com
5. Tweet!
Hector: @hmdelcastillo
AIPMM: @AIPMM
ProdMgmtTalk: @ProdMgmtTalk
Hashtag #prodmgmt
© AIPMM 2013 @AIPMM www.aipmm.com
7. Hector Del Castillo
• Senior consultant with over 15 years of experience transforming
products to profit for technology-based companies
• AIPMM Body of Knowledge (ProdBOK®) Contributor
• Established companies
– Jet Propulsion Laboratory, Lucent Technologies, MEI Technologies
• Small companies and startups
– Nextone Communications, Smith Micro Software
• Launched 27+ Products for global deployment
– HW/SW, Telecom, Enterprise Mobility, Information Security Services,
Professional Development
• Certified PMP®, CPM® and CPMM®
• University of California at Santa Barbara, MS EE
• University of Texas at El Paso, MS EE, BS EE
© AIPMM 2013 @AIPMM www.aipmm.com
8. What We Will Discuss
1. Common challenges
2. Common responsibilities
3. Key differences
4. Framework comparison
5. Key takeaways
© AIPMM 2013 @AIPMM www.aipmm.com
9. Common Challenges
• Few people understand the role
• Roles and responsibilities can be very unclear
– Get drawn into too much tactical coordination
• Lack the authority to carry out their
responsibilities
– Little influence on corporate branding, channel
selection, or advertising
Source: Rajesh K. Tyagi, Mohanbir S. Sawhney, “High-Performance Product Management: The Impact of Structure, Process,
Competencies, and Role Definition,” Journal of Product Innovation Management, Vol. 27, Issue 1, January 2010
© AIPMM 2013 @AIPMM www.aipmm.com
10. Both roles align activities performed by
cross-functional teams with strategic
objectives.
© AIPMM 2013 @AIPMM www.aipmm.com
11. Both roles require strong influential and
collaborative skills to guide critical decisions.
© AIPMM 2013 @AIPMM www.aipmm.com
13. Fortune’s Most Admired Companies
Rank Company Industry Industry
Rank
1 Apple 1 Computers
2 Google 1 Internet Services & Retailing
3 Amazon.com 2 Internet Services & Retailing
4 Coca-Cola 1 Beverages
5 IBM 1 IT Services
6 FedEx 1 Delivery
7 Berkshire Hathaway 1 Property & Casualty
8 Starbucks 2 Food Services
9 Procter & Gamble 1 Soaps & Cosmetics
10 Southwest Airlines 1 Airlines
Source: Fortune Magazine, Mar 19, 2012
© AIPMM 2013 @AIPMM www.aipmm.com
14. What is Project Management?
• Organizational function of planning,
1 organizing, securing and managing
resources
2 • Applies processes and knowledge
over time
3 • Aligns cross-functional teams to
complete projects
© AIPMM 2013 @AIPMM www.aipmm.com
15. What is the most important task for a
Project Manager?
A. Maximize revenue.
B. Lead product development activities.
C. Reduce development cost.
D. Maximize profit.
E. Deliver high quality.
© AIPMM 2013 @AIPMM www.aipmm.com
16. What is Product Management?
1 • Organizational function
throughout product lifecycle
2 • Proactive planning of products
• Aligns cross-functional teams to
3 create and support a product
© AIPMM 2013 @AIPMM www.aipmm.com
17. What is the most important task for a
Product Manager?
A. Maximize revenue.
B. Lead product development activities.
C. Reduce development cost.
D. Maximize profit.
E. Deliver high quality.
© AIPMM 2013 @AIPMM www.aipmm.com
19. Project Management
triple constraint focuses on
maximizing quality. Scope
Quality
Cost Schedule
© AIPMM 2013 @AIPMM www.aipmm.com
20. Source: H. Del Castillo, AIPMM, © 1998-2013, All Rights Reserved.
Product Management
triple constraint focuses on
maximizing value. Customer
Product
(Value)
Business Market
© AIPMM 2013 @AIPMM www.aipmm.com
21. Work Environment
Externally
Focused
Functional
Tactical Strategic
Manager
Internally
Focused
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22. Both roles get drawn into tactical
activities.
Externally
Focused
Functional
Tactical Manager
Strategic
Internally
Focused
© AIPMM 2013 @AIPMM www.aipmm.com
23. Both roles need to stay focused on
strategic objectives.
Externally
Focused
Functional
Tactical
Manager Strategic
Internally
Focused
© AIPMM 2013 @AIPMM www.aipmm.com
24. Project Managers are mostly internally
focused.
Externally
Focused
Functional
Tactical Strategic
Manager
Internally
Focused
© AIPMM 2013 @AIPMM www.aipmm.com
25. Product Managers are mostly externally
focused.
Externally
Focused
Functional
Tactical Strategic
Manager
Internally
Focused
© AIPMM 2013 @AIPMM www.aipmm.com
26. Both roles bring different perspectives.
Project Management Product Management
Source: S.T.O.P. The Project Management Survival Plan© by Source: Take Charge Product Management© by Greg
Steven Starke. All rights reserved. Geracie. All rights reserved.
© AIPMM 2013 @AIPMM www.aipmm.com
27. Project Managers guide key
decisions to maximize
quality and minimize risk.
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28. Product Managers guide key
decisions to maximize
value and create new
revenue streams.
© AIPMM 2013 @AIPMM www.aipmm.com
30. Typical Project Life Cycle
Source: PMI PMBOK v5
These are stages that projects go through from initiation
to closing
© AIPMM 2013 @AIPMM www.aipmm.com
31. Project Management Framework
Monitor/
Initiate Plan Execute Close
Control
Integrate
Scope
Knowledge Areas
Time
Cost
Source: PMI PMBOK v5
Quality
HR
Communicate
Risk
Procure
© AIPMM 2013 @AIPMM www.aipmm.com
32. Typical Product Life Cycle
These are stages that products go through from
introduction to withdrawal from the market
© AIPMM 2013 @AIPMM www.aipmm.com
33. Seven Phase Product Life Cycle
Source: AIPMM ProdBOK, © 1998-2012, All Rights Reserved.
© AIPMM 2013 @AIPMM www.aipmm.com
34. Product Management Framework
Conceive Plan Develop Qualify Launch Deliver Retire
Organization
Knowledge Areas
Market
Business
Customer
Product
Source: AIPMM ProdBOK, © 1998-2012, All Rights Reserved.
© AIPMM 2013 @AIPMM www.aipmm.com
35. Framework Comparison
Product Management
Conceive Plan Develop Qualify Launch Deliver Retire
Project Management
Monitor/
Initiate Plan Execute Close
Control
© AIPMM 2013 @AIPMM www.aipmm.com
36. Framework Integration
Initiate
Plan
Execute
Monitor
Close
Source: AIPMM ProdBOK, © 1998-2013, All Rights Reserved.
© AIPMM 2013 @AIPMM www.aipmm.com
37. Framework Integration
Initiate
Plan
Execute
Monitor
Close
Source: AIPMM ProdBOK, © 1998-2013, All Rights Reserved.
© AIPMM 2013 @AIPMM www.aipmm.com
38. Framework Integration
Initiate
Plan
Execute
Monitor
Close
Source: AIPMM ProdBOK, © 1998-2011, All Rights Reserved.
© AIPMM 2013 @AIPMM www.aipmm.com
39. Framework Integration
Initiate
Plan
Execute
Monitor
Close
Source: AIPMM ProdBOK, © 1998-2013, All Rights Reserved.
© AIPMM 2013 @AIPMM www.aipmm.com
40. Framework Integration
Initiate
Plan
Execute
Monitor
Close
Source: AIPMM ProdBOK, © 1998-2013, All Rights Reserved.
© AIPMM 2013 @AIPMM www.aipmm.com
41. Comparison of Key Deliverables
Project Management Product Management
• Project Knowledge Base • Product Knowledge Base
• Project Portfolio Analysis • Competitive Analysis
• Project Charter • Product Portfolio Analysis
• Project Management Plan • Market Strategy Plan
• Work Breakdown Structure • Market Requirements Document
• Earned Value Analysis • Product Requirements Document
• Feasibility Study • Product Business Case
• Communications Plan • Product Roadmap
• Procurement Plan • Technology Roadmap
• Quality Assurance Plan • Beta Plan
• Risk Management Plan • Launch Plan
• Status Reports • Marketing Plan
• Lessons Learned • End Of Life Plan
© AIPMM 2013 @AIPMM www.aipmm.com
42. Key Takeaways
1 • Both roles guide key activities and decisions
2 • Both roles impact profit and loss
3 • Project Managers minimize loss and risk
4 • Product Managers maximize value and profit
5 • Both roles collaborate to deliver quality & value
© AIPMM 2013 @AIPMM www.aipmm.com
43. Upcoming Courses
Course & Location Dates Days Time
ACPM® Certification Prep Course & Exam
McLean, VA Feb 25, 2013 M 8:30 am – 5 pm
Seattle, WA Mar 11, 2013
CPM® Certification Prep Course & Exam
McLean, VA Feb 26-27, 2013 T, W 8:30 am – 5 pm
Seattle, WA Mar 12-13, 2013
CPMM® Certification Prep Course & Exam
McLean, VA Feb 28-Mar 1, 2013 Th, F 8:30 am – 5 pm
Seattle, WA Mar 14-15, 2013
CIL® Certification Prep Course & Exam
McLean, VA May 22-23, 2013 W, Th 8:30 am – 5 pm
© AIPMM 2013 @AIPMM www.aipmm.com
44. For More Information About
• AIPMM membership benefits
• Certification courses in your area
• How to prepare to take a certification exam
• Defining the right product strategy & process
to grow your business
• Aligning your business model with your
product strategy
© AIPMM 2013 @AIPMM www.aipmm.com
45. Hector Del Castillo, PMP, CPM, CPMM
Transforming products to profit for technology-based organizations.TM
Product Marketing Director
Connect: linkd.in/hdelcastillo
Follow: @hmdelcastillo
Contact: hmdelcastillo@aipmm.com
© AIPMM 2013 @AIPMM www.aipmm.com
46. Please Join Us Again!
AIPMM Webinar Series: Friday Feb 22
Pricing For A More Profitable Product Portfolio
http://aipmm.com/aipmm_webinars/
Global Product Management Talk: Monday Feb 25
Lean Product Development Methodologies with Poornima Vijayashanker,
Founder Of BizeeBee And Femgineer
http://www.blogtalkradio.com/prodmgmttalk
Stay Informed!
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