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Getting Promoted and Understanding The Next Job Up

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Getting Promoted and Understanding The Next Job Up

  1. 1. Understanding the Next Job Up andGetting Promoted<br />Rich Mironov<br />
  2. 2. About Rich Mironov<br />CEO of a stealth startup<br />Veteran product manager/strategist/executive<br />Business models, pricing, agile<br />Organizing product organizations<br />“The Art of Product Management” and Product Bytes blog<br />Organized first Product Camp<br />
  3. 3. Roles and Promotions<br />PM role is different from Director and VP PM<br />The promotion funnel is narrow<br />Not an entitlement<br />Not (just) by being the best at your current job<br />Do you demonstrate skills/scope beyond your current role<br />Do you want that next job?<br />
  4. 4. Product<br />Management<br />Executives<br />Development<br />What Does Product Management Do?<br />strategy, forecasts, commitments, roadmaps,competitive intelligence<br />budgets, staff,<br />targets<br />market information, priorities,<br />requirements, roadmaps, MRDs,<br />personas, user stories…<br />Field input,<br />Market feedback<br />Mktg & Sales<br />Markets & Customers<br />software<br />Segmentation, messages, benefits/features, pricing, qualification, demos…<br />
  5. 5. Mythical PM Organization<br />VP Products<br />Dir PM<br />Dir PM<br />Pricing<br />Analyst<br />Sr PM<br />PM/PMM<br />Sr PM<br />Sr PM<br />PM<br />Product Owner<br />PM/PO<br />Competitive Analyst<br />Channel/Partner PM<br />
  6. 6. Starting Bottoms-Up<br />Product Managers focus on single-productcontent and planning<br />
  7. 7. PM as Individual Contributor<br />Knows more about product, market, roadmap, competition, use cases, personas, trade-offs than anyone else<br />Talks benefits with customers; tech with engineers<br />Relentless communicator of the truth<br />Timeline: Next 2-4 quarters<br />Get it done with what you have<br />
  8. 8. "You build your product with the development team and cross-functional organization you have --not the team you might want or wish to have at a later time.”<br />8<br />
  9. 9. Director of Product Management<br />Focus on processes, resources and teams<br />Cross-functional cooperation and priorities<br />PLM-level trends and market input<br />Standardization and simplification <br />Mentor your replacement<br />Scope<br />Next 6 quarters<br />Broad product strategy and budget<br />Keep the trains running<br />
  10. 10. WWDD?<br />thinking & acting like a director<br />
  11. 11. VP Products<br />Focus on aligning strategy, organization and products<br />Is the company succeeding? Is PM succeeding?<br />Company-wide issues and disconnects<br />Market success ($ales)<br />Scope<br />3 year trends<br />Thoughtful member of exec team<br />How do we build organizational support to do the right things?<br />
  12. 12. WWVPD?<br />
  13. 13. Example: Agile Adoption<br />VP<br />“Our competitors using Agile are out-developing us by 30-60%. We need a 12-month executive commitment to invest in Development and PM improvements”<br />Director<br />“Here are training and coaches and processes and metrics and tools to move us toward Agile.”<br />PM<br />“Let’s review roadmaps, personas, user stories, backlog, acceptance criteria for my product.”<br />
  14. 14. Take-Aways<br /><ul><li>Organizational levels do different things
  15. 15. Demonstrate skills one level up
  16. 16. Decide what you want</li></li></ul><li>Contact Information<br />+1-650-315-7394<br />rich@mironov.com<br />www.mironov.com<br />@RichMironov<br />www.linkedin.com/in/richmironov<br />

Notas del editor

  • Donald Rumsfeld
  • StrategyMaking product line succeed within portfolio and channelsCompeting product suites, adjacent productsPeople and OrganizationEncouraging cross-functional cooperation, helping peers identify talentMarket SensingHow do we educate Sales and learn what’s working?1-3 year technical and PL market trendsProcessesAdvocacy for process improvements (waterfall  agile)Delegate, avoid settling individual issuesAgilityRe-allocating PMs, focusing attention, shifting roadmaps
  • StrategyMaking product line succeed within portfolio and channelsCompeting product suites, adjacent productsPeople and OrganizationEncouraging cross-functional cooperation, helping peers identify talentRelentless promotion of own team and product lineMarket Sensing1-3 year technical and PL market trendsStrategic moves by competitors and partnersHow do we educate Sales and learn what’s working?ProcessesAdvocacy for process improvements (waterfall  agile)Delegate, avoid settling individual issuesAgilityRe-allocating PMs, focusing attention, shifting roadmapsRecruit partners and third party contributions
  • StrategyMaking product line succeed within portfolio and channelsCompeting product suites, adjacent productsPeople and OrganizationEncouraging cross-functional cooperation, helping peers identify talentRelentless promotion of own team and product lineMarket Sensing1-3 year technical and PL market trendsStrategic moves by competitors and partnersHow do we educate Sales and learn what’s working?ProcessesAdvocacy for process improvements (waterfall  agile)Delegate, avoid settling individual issuesAgilityRe-allocating PMs, focusing attention, shifting roadmapsRecruit partners and third party contributions
  • Some PMs would be better as Directors(and vice versa)

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