Based on their own strong knowledge base and self-confidence for role-playing and responsibility to perform

A good product manager understands markets, products, product lines and fierce (market) competition and performs role-playing and responsibility fulfillment based on their strong knowledge base and confidence. Good product manager is the product's CEO . A good product manager can do his job and measure it with the success of the product. They are responsible for the right product, the right time, and all the relevant details. Good product managers know about the company, basic income, competition and other information about the situation, they are responsible for the development and implementation of a successful plan without pretext.

Poor product managers have many excuses. For example, lack of funds, technology managers are idiots, Microsoft has 10 times the engineers dedicated to the development of the same product, I am overloaded, I do not get direct enough guidance. Barksdale will not make these excuses, nor will the same product CEO.

Good product managers will not be required to work together to deliver the right product, and other types of organizations that perform the right time will spend the entire amount of time. They do not spend time on all product teams, they do not set out to manage various functions, they do not become part of the product team; instead, they manage the product team. Technical team will not be a good product manager as a marketing resource. Good product manager is the marketing manager of the technology manager. Good product managers clearly define goals, what to do (requirements), and manage what to deliver. Poor product managers feel great about themselves when they say "what to do." A good product manager can clearly communicate what's going on in writing, even with verbal communication. Good product manager will not give instructions. However, a good product manager gathers information informally (not stereotyped).

A good product manager will make reference materials, FAQs, presentations, white papers. Poor product managers complained about the day they returned to the sales team so dizzy. Good product managers expect serious product defects and build real, reliable solutions. Poor product managers track defects throughout the day. A good product manager keeps a written record of important issues (competing tactics, robust architecture decisions, tough product decisions, market attacks, or earnings). Poor product managers orally state their views and lament that similar issues do not happen. Once poor product managers failed, they said they had predicted failure.

Good product managers keep the team focused on revenue and customer level. The poor product manager let the team focus on the number of features Microsoft is building. A good product manager defines good products that can be violently executed. Poor product managers define "good products" as such: can not perform or can not allow technicians to build the behavior they want (for example, to solve the most difficult problem).

A good product manager will consider: Delivering high value to the marketplace in a release plan, gaining market share after release, and earning revenue. Poor product managers, however, are confused about the difference between delivering value, rivaling competing capabilities, pricing, and universality. A good product manager breaks down the problem, and a poor product manager bundles all the problems into a big one.

Good product managers think about stories that the media wants to write. Poor product managers, on the other hand, think together with the media to cover each function and consider ensuring that the description is accurate in real technology. A good product manager consults with the media, while a poor product manager answers any questions from the media. Good product managers assume that the media and analysts are smart. Poor product managers assume that media and analysts are laymen - (think they do not understand the difference between "push" and "push").

Good product managers make mistakes in 'clearly' contrasting 'plain questions'. Poor product managers never explain the obvious. Good product managers define their work and success, and poor product managers often need to be told what to do.

Good product managers send their status reports timely and on time every week because they are disciplined. And poor product managers forget to send in time because they do not pay attention to discipline.

Ben Horowitz This monumental masterpiece was born in 1996, but the passage of time does not affect its current warning. At that moment, Ben Bennett, manager of product management at Netscape, did not give a glimpse into the role and responsibility of a product manager, but instead intuitively compared a good product manager with a poor product manager.