Senior Product Manager tells you the product manager's career attributes

We often hear the product manager this profession, large and small product managers countless, so, the product manager in the end is how a job? What is his main duty? A newly-entered product manager, or even a senior product manager, has some sort of confusion about the position. Senior Product manager, online Investment management company Covestor chief product officer Martin Eriksson published an article "What, exactly, is a product manager", which gives his understanding of the position of the product manager. The translations are as follows:

I often ask the product manager what kind of position they are, and what are their responsibilities? How to develop product managers?

Marty Cagan's book, "inspired" (Chinese name "Revelation"), described the position of "product Manager": to discover valuable, usable and reasonable products. In the same way, I think product managers are the intersection of three jobs in business, technology, and user experience. A good product manager must have at least one of those experiences, a passion for three jobs, and a good relationship with three professional practitioners.

Business: The product manager is first and foremost a business position, and his primary responsibility is to maximize the business value of the product. Product managers should focus exclusively on product optimization to achieve business goals and maximize ROI.

Technology: If even the product manager doesn't know how a product should be built, it's pointless to define the product. This is not to ask the Product manager to write code, but the most important thing to know about technology is that it is crucial to make the right decision. This is more important in agile development because the product manager is the person who has the most time with the development team.

User experience: This is the last item but it is also important. The Product manager represents the user's voice in the company, and he must focus on the user experience of the product. This requires the product manager to jump out of the team, test the product as a user, talk to the user, get first-hand feedback-especially the product manager of the start-up company.

What is the responsibility of the product manager?

Why do product managers need to master so many skills? Because the character itself is too broad and varied, the product Manager uses these skills every day.

First of all, set a goal for the product, which requires you to study the market, the customer and the problems that they exist that you are trying to solve. You have to be able to digest huge volumes of information-feedback from customers, the quantitative data, research reports, market trends, and statistics generated by the site analysis-you must understand the product market and all the information of the customer, integrate all the information with innovative thinking to help define the products to be developed.

Once the product definition is identified, you need to quickly advertise it in the team. If the business team and the development team have no enthusiasm for the product, this means that your definition of the product is not successful because you and the success of the product depend on the understanding of each member of the team about the definition, or at least some passion for it.

Then you're going to start the project. You must first make a workable plan. The gradual improvement of the wiring diagram and iterative development methods can help you to achieve the final product goals. At this point, your team will be fully committed to better design, better coding, to provide customers with better solutions and other work.

In the days to come with the development team, as the owner of the product, we have to face it carefully. Continuously define and iterate the product, solve the problem as soon as possible, and manage the affairs more closely to ensure that the product can be completed in time.

After the product is finally made, it takes you a few days to focus on the data again--watch how the user uses the product, go out and talk to the user about the product, and always focus on the product. Does the product solve the correct problem? Does the user have the product? Are they willing to pay for the product?

Then redesign the new product according to the same process. This is not a waterfall development process-you are not a step-by-step product, but a one-time for a variety of products, products and many characteristics of the preparation, in a moment to transform the strategy into tactics.

Sounds hard?

It's really a hard job, but it also involves a lot of fun and achievement. You define the essential attributes of a product, design a solution for a customer's problem, work with all members of the team, and you play a pivotal role in the success of the product. We are the unsung heroes of the technology world-at least we like to think that ...