CV
Majed1
product_management.pdf
About Pragmatic Marketing
� Experts in technology product management and
product marketing
� Specialize in training and consulting
� Trained tens of thousands of people at
thousands of companies since 1993
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Pragmatic Marketing Framework™ S
T R
A T
E G
Y E
X E
C U
T IO
N
The market-driven
model for managing
and marketing
technology products
Format for Tonight
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� I’ll present 4 of today’s common problem areas for
Technology Product Management
� I’ll share some examples of companies (without their
names�..) that are experiencing them
� I’ll propose some approaches and conclusions
� We’ll open it up for discussion
� 4. For as long as I have material, -or- we run out of
time4..
Common Problem Areas
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1. Project/Customer vs. Product/Market
2. “Solutions” vs. Products
3. Infrastructure Management vs. Product
Management
4. Waterfall Management with Agile Development
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Project/Customer vs.
Product/Market
Only build solutions for
problems that are urgent,
pervasive and that the
market will pay to solve.
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Customers (n=1)
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Michael Treacy & Fred Wiersema
Discipline of Market Leaders
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Large “Big Data” firm recently acquired by an
Equity Investment Firm
Automobile/travel software company
Startup networking services provider
Federal hardware provider
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RECOGNITION of
� Corporate trends and/or objectives
� Market differentiation may be your N=1 capabilities
It is very hard for a single PM to be both project/near
term revenue driven and product/strategic driven
Longer term value will be created with products
� The value of a project company are the people and the
contracts (Value “multiplier” is close to 1)
� The value of a product company is the repeatable revenue
streams (Value “multiplier” can be 10-20x)
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“Solutions” vs.
Products
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S T
R A
T E
G Y
E X
E C
U T
IO N
Market
Problems
S T
R A
T E
G Y
E X
E C
U T
IO N
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What Market Problems does your “Solution”
solve?
Market
problems
Product
#1 Product #2
Product #3
Product #1 Product #3Product #2
Infrastructure
“Solution”
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Solutions
Product
B u
sin e
ss P la
n
Product
P o
sitio n
in g
B u
y in
g P
ro ce
ss
R e
q u
ire m
e n
ts
M a
rk e
tin g
P la
n
Product
Business Plan Positioning Buying Process Requirements Marketing Plan
B u
sin e
ss P la
n
P o
sitio n
in g
B u
y in
g P
ro ce
ss
R e
q u
ire m
e n
ts
M a
rk e
tin g
P la
n
B u
sin e
ss P la
n
P o
sitio n
in g
B u
y in
g P
ro ce
ss
R e
q u
ire m
e n
ts
M a
rk e
tin g
P la
n
Infrastructure
Business Plan Positioning Buying Process Requirements Marketing Plan
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$2B technology parts provider
International travel services provider
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Solutions Management (aka Portfolio, Product Line) is
not a part time role
� Should not just be the Director of PM
� Should be defined by the Market, not the Technology
Solutions must be based on, and explicit about what
“Outside in” Market Problems they solve
Biggest issue is the “Governance Model” – who wins
when there is a conflict
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Infrastructure
Management vs.
Product
Management
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Solutions
Product
B u
sin e
ss P la
n
Product
P o
sitio n
in g
B u
y in
g P
ro ce
ss
R e
q u
ire m
e n
ts
M a
rk e
tin g
P la
n
Product
Business Plan Positioning Buying Process Requirements Marketing Plan
B u
sin e
ss P la
n
P o
sitio n
in g
B u
y in
g P
ro ce
ss
R e
q u
ire m
e n
ts
M a
rk e
tin g
P la
n
B u
sin e
ss P la
n
P o
sitio n
in g
B u
y in
g P
ro ce
ss
R e
q u
ire m
e n
ts
M a
rk e
tin g
P la
n
Infrastructure
Business Plan Positioning Buying Process Requirements Marketing Plan
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Large Midwest healthcare software firm
� Director of Applications
� Director of Infrastructure
Large systems vendor
� Public Cloud offering
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For infrastructure management, it may be better to
have only a Product Owner (a’la Agile), and not a
Product Manager
� Business Plan will always be negative; Marketing is minimal
� Someone needs to overlay Development and interface with
the other groups
Infrastructure funding justification should come from
the Solution ~or~ for Cost Savings/Internal Efficiency
One “process” does not fit all projects
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Waterfall Management
with
Agile Development
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Product
Roadmap Build / Test
System
Test
Business
Plan
Business
Gate
Waterfall Planning
LAUNCH
Release
Gate
Marketing
Plan Launch
Plan
Master Requirements List
Goals / Themes
Requirements Project
Plan
Design
Spec
Start
Gate
Market Requirements Document
Market Requirements Table
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Product
Roadmap Build / Test
System
Test
Business
Plan
Business
Gate
Waterfall Planning - Accountability
LAUNCH
Release
Gate
Marketing
Plan Launch
Plan
Master Requirements List
Goals / Themes
Requirements Project
Plan
Design
Spec
Start
Gate
Market Requirements Document
Market Requirements Table
-- Product Manager
-- Development
-- Product Marketing Manager
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Product
Roadmap
Business
Plan
Business
Gate
Agile Planning
Marketing
Plan
Launch
Plan
Product Backlog
Release Backlog
User Stories
Overall Project
Plan
Arch /Design
Start
Gate(s)
Release
Gate
LAUNCH
System
Test
Sprint Backlogs
Build(s) Sprint
Test(s) Sprint
Plan(s)
Demo(s)
Burnups /
Burndwns
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Product
Roadmap
Business
Plan
Business
Gate
Agile Planning - Accountability
Marketing
Plan
Launch
Plan
Product Backlog
Release Backlog
User Stories
Overall Project
Plan
Arch /Design
Start
Gate(s)
Sprint Backlogs
Build(s) Sprint
Test(s) Sprint
Plan(s)
Demo(s) Release
Gate
LAUNCH
System
Test
-- Product Manager
-- Product Owner
-- Development
-- Product Marketing Manager
Burnups /
Burndwns
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Innovation Competitive
Landscape
Technology
Assessment
Lead
Generation
Thought
Leadership
Referrals &
References
Launch
Plan
Use
Scenarios
Requirements
Status
Dashboard
Product
Roadmap
Presentations
& Demos
Event
Support
“Special”
Calls
Channel
Support
Channel
Training
Sales
Process
Collateral
Sales
Tools
BusinessMarket ProgramsPlanningStrategy SupportReadiness
S tr
a te
g ic Ta
ctica l
BusinessMarket ProgramsPlanningStrategy SupportReadiness
S tr
a te
g ic Ta
ctica l
Pragmatic Marketing Framework™
Marketing
Strategy
Technical
29
Innovation Competitive
Landscape
Technology
Assessment
Lead
Generation
Thought
Leadership
Referrals &
References
Launch
Plan
Use
Scenarios
Requirements
Status
Dashboard
Product
Roadmap
Presentations
& Demos
Event
Support
“Special”
Calls
Channel
Support
Channel
Training
Sales
Process
Collateral
Sales
Tools
BusinessMarket ProgramsPlanningStrategy SupportReadiness
S tr
a te
g ic Ta
ctica l
BusinessMarket ProgramsPlanningStrategy SupportReadiness
S tr
a te
g ic Ta
ctica l
Pragmatic Marketing Framework™
User
Acceptance?
Always
Available?
User Stories?
Use Cases?
UI Design?
Functional
Design?
Iteration
Planning
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Management demands a Business Plan, even for Agile
projects
But, management must be willing to accept that
there are unknowns (else we pad #’s and just lie…)
It is healthy to kill an occasional project after it has
already been funded and started
Clarity and staffing of Roles (PM, PO, PMM) is
causing more of a void in Market Sensing activities
