The Product Management Manifesto

Recently got forwarded this link to a product management manifesto that has been drafted by Brain Lawley, CEO & Founder of the 280 Group LLC. 

Now I havent heard much about manifestos in the software or product world, so pardon my ignorance the only other manifesto's I'd heard of were the ones we were taught in History classes around political movements.

and more recently the "GNU Manifesto" and very recently the "Agile Manifesto". Though I actually think that the agile manifesto is a pretty crisp presentation of agile principles and beliefs (if I may call them that) and in many ways powerful enough to alter your way of thinking around creating and delivering products to the market.

Started reading and the thought crossed my mind, is there really a need to  define product management through a manifesto though. 

Maybe its a brief research study worth having to see how many job roles have been defined through manifestos. Need to do my Google search on this pretty soon.

First off I think the manifesto has captured the essence of S/W Product Management really well. The reason I prefix the manifesto with the term "Software" is because time and again I keep reminding myself that product managers also exist in other industries like CG's, FMCG's, Pharma etc. They've been around in those industries way longer than there have been PM's in software. So us S/W PM's trying to define the manifesto for all of PM land sounds a little too far fetched.

After reading through the manifesto here are the 3 extracted points that I think would be part of my PM Manifesto if I were to draft one. Since I found them in there, this manifesto has my vote. 

• Im dedicated to bringing great products to market. Products that delight my customers. Products that are massively profitable for my company. Products that help change the way people work and live.
• I have a strong vision for my products and develop winning strategies that align with my companys goals and ensure that our investments of time, money and energy are well-spent.
• Iam the voice of my customers and represent them in every critical decision that is made.

Having given it my vote, I'd also like to highlight that the last three points in the manifesto seem to be in there more for effects. You could apply them to other roles as well. But hey that's just my opinion.

• I refuse to settle for mediocrity ...
• I believe that Product Management is one of the toughest, yet most rewarding jobs ...
• Though I have all of the responsibility ...

All in all I think its a good manifesto for a SW PM to identify with their role and help the organization understand this key role better. 

Does a SW Product Managers job change with Agile/Scrum?

What is an Agile PM?

To me an Agile PM is quite simply an individual that understands and possesses fundamental PM skills and is aware of Agile principles, frameworks and tools and can be applied to his/her domain.

There is a very interesting conversation going on around this that I stumbled into and wanted to write a quick post about. I'll use my comments to those posts to convey my POV.

It started when I stumbled into the Enthiosys blog (which I've now bookmarked ;-)


How To Sound Smart (But Be Really Naive) About Dramatic Changes in Technology

Randomly stumbled into this blog, so writing this comment without complete context of your other posts. I disagree with the assumptions in this post or the industrial designer, assembly lang programmer, cook analogy.
The job of an industrial engineer hasnt changed. The tools have. An industrial engineer with good fundamental skills would be just as effective in the 1950’s as today. A good cook will be just as effective regardless of the tools, cause cooking is all about understand the fundamentals of how ingredients mix/blend/cook at various temperatures rather than the hi-tech gas range and ovens.

A good analogy might be an architect, has the job of an architect changed ever since man has been building wonderful structures? No, but the tools sure have.

Job skills are based on fundamentals and tools augment them. That’s why education is based mostly on fundamentals and add some applied perspective with tools.

I believe the skills and tools aspect of PM should not be mixed up. I’d take a PM with good fundamental skills any day and train them to use the latest and greatest tools/frameworks rather than have someone very fast on the tools/frameworks but weak in fundamentals.

So now to tie it back to your post, I think there are fundamental skills that a Product Manager should understand and possess and tools/frameworks like Agile/Scrum just augment them. Don’t get me wrong I’m not saying you don’t have to acquire additional newer skills to learn these new tools/frameworks to make your self more efficient/effective in what you do.
However to me it’s a layer that you put on top of the core skill set.

Then I went to the "Are agile PMs Baloney?" blog post they were referring to and here's what I think about it.

Came here from a on the Enthiosys site "How To Sound Smart (But Be Really Naive) ..." Loving the conversation here. I think the job of a PM is somewhere in the middle, not as skewed towards tools/frameworks as indicated on the Enthiosys blog and not as insulated from newer tools/frameworks as this post is trying to suggest. But I do agree with the gist of this post that the core of the PM job has not really changed, the tools have.

Job skills are based on fundamentals and tools augment them. That's why education is based mostly on fundamentals and add some applied perspective with tools.

I believe the skills and tools aspect of PM should not be mixed up. I'd take a PM with good fundamental skills any day and train them to use the latest and greatest tools/frameworks rather than have someone very fast on the tools/frameworks but weak in fundamentals.

I think there are fundamental skills that a Product Manager should understand and possess and good tools/frameworks like Agile/Scrum just augment them. Don't get me wrong I'm not saying you don't have to acquire additional newer skills to learn these new tools/frameworks to make your self more efficient/effective in what you do.

However to me it's a layer that you put on top of the core skill set.

Very interested in your thoughts.

This is not "pure" Scrum

Just some background. I've been doing traditional Product Mgmt and Marketing for some time now. Over the last few years I've transitioned to Agile Product Management and my posts here will mostly reflect my journey from traditional to Agile.

We are currently Scrumming, but not in its purest sense and keep hearing comments like "thats not pure Scrum".

Well from what I've seen Scrum is very contextual and a framework that leaves a lot of the details for the team to decide on how they want to do things. So there is nothing like pure Scrum.

And by the way saying that User Stories not written in the now famous Mike Cohn format of "As a type of user, I want some goal so that some reason" is not Scrum .. is ridiculous at best.
I respect Mike and his writing a lot, especially his "User Stories Applied: For Agile Software Development" book that's kinda like a bible for Product Owners. However I do believe that some stories have to be contorted to meet this format and sometimes there is a lot of redundancy in this format as well. Imagine 40 stories starting with "As a Sales Rep ...". So well written user stories in any format (user stories, use cases etc) should do for Scrum. Tyner Blain has a wonderful blog posted on this that I would recommend to any team transitioning from WF to Agile.

I'd like to hear more from people who are doing "pure" Scrum .. have large product lines in the enterprise software space with legacy code, bug fixes and globally distributed teams.