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Managing Product Management

Book Description

Create innovative, game-changing products with high-performance Product Management

“A must-read for all business leaders driving their organizations to develop winning products and solutions. The book’s insight and thought-provoking scenarios help crystallize actions needed to achieve growth and marketplace success!”

—Jerry Rose, VP Product Management, United Technologies Corporation, Fire & Security

“An indispensable guide for any executive looking to develop a world-class Product Management organization. Haines outlines a 360-degree view of the practice and offers practical, accessible guidance to implement positive change.”

—David Desharnais, Group Director, Product Management, Cadence Design Systems

“Excellent Product Management is critical to the success of any business. This [is] an indispensable guide to realizing the true value of Product Management in any business.”

—Nick Hallwood, VP Product Management, SHL Group, Ltd.

“Haines’s diverse industry experience is clearly evident in this well-written guide to creating a high-performance Product Management function.”

—George Coulston, VP Global R&D, Kennametal, Inc.

“This easy-to-read, practical book is a natural extension of Steven Haines’s passion for enabling businesses to make sustainable improvements to their products, services, and organizations. It is an essential resource for any leader wishing to develop, cultivate, and sustain a world-class Product Management organization.”

—C. Melissa Connolly, Director, Six Sigma Programs, Baker Hughes

“There is perhaps no more important job in the modern enterprise than Product Management—and none harder to get right. Haines offers up wise, practical, and indispensable advice on how to do just that.”

—Richard Bravman, Chairman, Intelleflex Corporation, and former CEO, Symbol Technologies, Inc.

Managing Product Management is the icing on the cake in helping us design, integrate, and elevate the Product Management function.”

—Paul Eichenberg, VP Corporate Development and Strategic Planning, Magna Powertrain, Inc.

About the Book:

The well-being of any high‑performance organization is tied to its ability to align business functions and to produce and manage profitable products—and Product Management is the function most suited to meeting that imperative. When Product Management takes root in a company and thrives, the entire organization succeeds and everyone wins.

Does your company use Product Management to its fullest potential?

In Managing Product Management, Steven Haines, one of the world’s top authorities in the field, lays the groundwork for moving Product Management out of a supporting role and establishing it as a vital, strategic partner with other business functions. He provides a solid, implementable framework that takes you step-by-step through a process that will transform your company in profound ways.

Learn how to:

• Better situate Product Management organizationally for more consistent operations that generate predictable results

• Defeat the “city of silos” mentality and create cross-functional engagement models

• Utilize a stable reference model for the planning, execution, and management of products and services

• Clearly define the role of product manager, hire the right people for the job, and institute effective job-development plans for those product managers

• Design and support cross-functional product teams to steer a product line and deliver agreed-upon business results

• Institute a governing model that sustains Product Management in its dynamic role

Steven Haines sees an answer to business challenges in a place where few people have even thought of looking. Product Management done right has worked wonders for companies around the world—and it can do the same for yours.

Managing Product Management is the one and only resource you need to start thinking of Product Management in a whole new way, utilizing it to its utmost capabilities, and making it a dynamic, ongoing structure in your organization.

Table of Contents

  1. Title Page
  2. Copyright Page
  3. Dedication
  4. CONTENTS
  5. PROLOGUE
  6. INTRODUCTION WHY PRODUCT MANAGEMENT MATTERRS TO YOUR COMPANY
  7. MODULE I CONTEXT
    1. CHAPTER 1 REINVENTING THE WHEEL—FOR THE LAST TIME
      1. PRODUCT MANAGEMENT: A VITAL ELEMENT OF ANY ORGANIZATION
      2. APPRAISING PRIOR TRANSFORMATIVE EFFORTS
      3. MOVING FROM APPRAISAL TO ACTION
      4. CARRYING OUT YOUR OWN APPRAISAL
      5. SUMMARY
    2. CHAPTER 2 DESIGNING AN ORGANIZATIONAL STRATEGY FOR PRODUCT MANAGEMENT
      1. CHANGING YOUR PERSPECTIVES AND PARADIGMS
      2. BUILDING A STABLE FOUNDATION
      3. A MASTER PLAN FOR THE PRODUCT MANAGEMENT ORGANIZATION
      4. A BASELINE COMPETENCY MODEL
      5. ORGANIZATIONAL DESIGN CONSIDERATIONS
      6. A PRODUCT MANAGEMENT MATURITY MODEL
      7. SUMMARY
    3. Case Study I Spotlight on Product Management Excellence: Thomas & Betts
      1. THE ROLE OF PRODUCT MANAGEMENT
      2. LIGHTING THE WAY
  8. MODULE II CLARIFY
    1. CHAPTER 3 EVERYONE IS IN THE PRODUCT MANAGEMENT SANDBOX
      1. ORGANIZATIONAL ISSUES AND DISCONNECTS
      2. THE IMPACT OF A GEOGRAPHICAL REORGANIZATION ON PRODUCT MANAGEMENT
      3. WHEN ENGINEERING, OPERATIONS, TECHNOLOGY, OR OTHER ORGANIZATIONS DRIVE
      4. WHAT’S INVOLVED IN PRODUCT MANAGEMENT?
      5. PRODUCT MANAGEMENT PROCESS IMPROVEMENT REQUIRES EXPERT OVERSIGHT
      6. NEW PRODUCT DEVELOPMENT PROCESS CONTINUITY
      7. MAKING A LONG-TERM COMMITMENT TO PRODUCT MANAGEMENT
      8. HOW TO GET EVERYONE INTO THE PRODUCT MANAGEMENT SANDBOX
      9. SUMMARY
    2. CHAPTER 4 SOLVING THE PUZZLE OF THE PRODUCT MANAGEMENT ORGANIZATION
      1. THE PRODUCT MANAGEMENT ORGANIZATION AS A LIVING SYSTEM
      2. PUTTING ORGANIZATIONAL LEARNING TO WORK
      3. ON THE ROAD TO CHARTERING PRODUCT MANAGEMENT
      4. MORE PUZZLE PIECES
      5. THE PRODUCT MANAGEMENT REFERENCE MODEL FOR ORGANIZATIONAL ALIGNMENT
      6. MONITORING KEY PERFORMANCE INDICATORS
      7. DIFFERENCES THAT DETER PROGRESS
      8. KEY POINTS TO KEEP IN MIND
      9. IS THERE A CORRECT STRUCTURE FOR PRODUCT MANAGEMENT?
      10. THOUGHTS ABOUT ORGANIZATIONAL STRUCTURE AND DESIGN
      11. DIFFERENT TYPES OF COMPANY STRUCTURES
      12. NONNEGOTIABLES FOR PRODUCT MANAGEMENT ORGANIZATION
      13. SUMMARY: AVOIDING ORGANIZATIONAL INDIGESTION
    3. Case Study II Spotlight on Product Management Excellence: TD Canada Trust
      1. THE ROLE OF THE PRODUCT MANAGER
      2. WHY OUR PRODUCT MANAGERS PERFORM WELL
      3. THE PRODUCT MANAGEMENT LEADERSHIP ORGANIZATION AT TD CANADA TRUST
      4. TALENT DEVELOPMENT
  9. MODULE III CULTIVATE
    1. CHAPTER 5 CLARIFYING THE ROLE OF THE PRODUCT MANAGER TO IMPROVE STAFFING STRATEGIES
      1. YOU KNOW IT WHEN YOU SEE IT
      2. IT TAKES A STRATEGY AND A TEAM
      3. THE STRATEGIC REFERENCE POINT
      4. CORE COMPETENCIES FOR PRODUCT MANAGERS
      5. THE META-PROCESS FOR THE PRODUCT MANAGER STAFFING STRATEGY
      6. ONBOARDING AND SOCIALIZATION
      7. SUMMARY
    2. CHAPTER 6 CULTIVATING AND SHAPING PRODUCT MANAGERS
      1. ESTABLISHING THE OPTIMAL JOB LEVELS AND PROGRESSION PLANS FOR PRODUCT MANAGERS
      2. PRODUCT MANAGER DEVELOPMENT
      3. GUIDING PRODUCT MANAGERS TO THINK AND ACT HOLISTICALLY AND SYSTEMICALLY ABOUT THEIR PRODUCT’S BUSINESS
      4. MOTIVATING PRODUCT MANAGERS TO BE CONSCIENTIOUS ABOUT THE PERFORMANCE OF THEIR PRODUCTS
      5. INSPIRING PRODUCT MANAGERS TO MAKE INFORMED, FACT-BASED DECISIONS
      6. MAKING SURE THAT PRODUCT MANAGERS CAN EFFECTIVELY INFLUENCE AND LEAD OTHERS
      7. CREATING TARGETED DEVELOPMENT PROGRAMS FOR PRODUCT MANAGERS
      8. SUMMARY
    3. Case Study III Spotlight on Product Management Excellence: FedEx Services
      1. FEDEX AT A GLANCE
      2. THE PRODUCT MANAGER ROLE
      3. DETERMINING THE BEST FEEDER AIRCRAFT ROUTES
      4. FOUNDATION FOR THE FUTURE
  10. MODULE IV CONTINUITY
    1. CHAPTER 7 BUILDING A KNOWLEDGE-BASED COMMUNITY OF PRACTICE FOR PRODUCT MANAGEMENT
      1. WHAT EXACTLY IS A COMMUNITY OF PRACTICE?
      2. THE KNOWLEDGE-BASED PRODUCT MANAGEMENT COMMUNITY OF PRACTICE
      3. THE ANCHORS OF THE PRODUCT MANAGEMENT COMMUNITY
      4. WHAT DOES COMMUNITY SUCCESS LOOK LIKE?
      5. SUMMARY
    2. CHAPTER 8 DESIGNING AND SPONSORING CROSS-FUNCTIONAL PRODUCT TEAMS
      1. SOURCES OF INEFFICIENCY
      2. THE CROSS-FUNCTIONAL PRODUCT TEAM DEFINED
      3. ENABLING THE CROSS-FUNCTIONAL PRODUCT TEAM TO EARN EMPOWERMENT
      4. ACHIEVING SUCCESS
      5. VALIDATING THE TEAM’S DESIGN AND MONITORING THE TEAM’S PERFORMANCE
      6. ESTABLISHING METHODS FOR ESCALATION AND PROBLEM RESOLUTION
      7. ACKNOWLEDGING DIFFERENCES
      8. SUMMARY
    3. CHAPTER 9 EMBEDDING A GOVERNING MODEL FOR SUSTAINING PRODUCT MANAGEMENT
      1. LEADERS NEEDED
      2. WORKING IN DISHARMONY
      3. MISSING MOMENTUM
      4. GETTING READY TO GOVERN: THE INITIAL EVALUATION
      5. THE ORGANIZATIONAL STRUCTURE FOR THE PRODUCT MANAGEMENT GOVERNANCE BOARD
      6. RESOLVING PROBLEMS AS ESCALATED BY THE PRODUCT TEAMS
      7. THE IMPORTANCE OF MENTORING
      8. CRITICAL SUCCESS FACTORS IN PRODUCT MANAGEMENT GOVERNANCE AND YOUR GO-FORWARD PLAN
      9. SUMMARY
    4. Case Study IV Spotlight on Product Management Excellence: JetBlue Airways
  11. EPILOGUE
  12. BIBLIOGRAPHY
  13. INDEX
  14. ABOUT THE AUTHOR