Olumide Durotoluwa’s Post

Biggest lie in Product Management: "This shouldn't take too long to implement" But almost all technical projects don't ship on time. It is difficult to predict accurate estimates as unforeseen issues could come up. For example, in a large organization - lots of teams are working on developing on one project broken down in several parts. One change might seem simple at first, but execution or dependencies on other team's work can make it complicated. And yet we always say that this project will be delivered by a certain date. *** What do you think is the biggest lie in Product Management?

One thing I wish I obsessed over before I broke into product management: Connecting business problems and objectives to the work I’m doing. It sounds like an obvious thing to practice, but in reality it’s easy for me think “I should build this feature and that feature” instead of looking at the business problems. I would even delude myself into thinking my ideas were creative and impressive only to get humbled by the golden question: How is this feature going to solve X problem, and how are we measuring its effectiveness? Jumping to ideation and solutioning is a disease many of us have, understandably so. Going “execution mode” is a fun, quick and easy way to feel productive after all. It takes time to unlearn certain behaviours we’re used to. Perhaps what differentiates great PMs from others is this: They dissect the problem. And they invest in continuous discovery and validated learnings as they go.

Product management is not a universal solution for all the problems in the universe! Whenever someone wants to build a product management function, I ask them what they expect. The more companies I talk to, the more I see that the next most important problem to solve often lies a bit elsewhere. The good news is, that the solution is cheaper and you don’t need an additional person to fix those. I discuss 3 of these situations in a blogpost: https://lnkd.in/eqHiD6UW

Product Management isn’t just a matter of MVP, PMF, ROI, NPS, MRR, and ARR. It’s a hell of a lot more difficult. People’s money, jobs, egos, and careers are on the line with your decisions, which can lead to horror-show scenarios. These moments are the ones that keep me up at night, breathing heavily and nervously sweating till dawn’s light. They are the moments where people’s worst selves crawl shrieking into the light. They are where the real product management happens. Read more... By J.A. Becker https://lnkd.in/eJaDBtUF #productdevelopment #productmanagement

Product Management isn’t just a matter of MVP, PMF, ROI, NPS, MRR, and ARR. It’s a hell of a lot more difficult. People’s money, jobs, egos, and careers are on the line with your decisions, which can lead to horror-show scenarios.These moments are the ones that keep me up at night, breathing heavily and nervously sweating till dawn’s light. They are the moments where people’s worst selves crawl shrieking into the light. They are where the real product management happens. https://lnkd.in/eJaDBtUF #productdevelopment #productmanagement

Product Management and IT Management have a great many synergies and shared concepts. Both place customers and value at the forefront of their strategy. Wait, did I just say 'IT places customers at the forefront'? Traditional logic views IT as a supportive role within an organization. I posit that effective IT strategy must view the organization itself as a customer, understanding the needs, challenges, and pain-points in order to design an effective strategy to address them. Identical to Product Managements customers-centric focus. In fact, Product Management can be directly applied to many IT projects and initiatives to net better outcomes and a higher IT project success rate.

Project managers and product managers often work closely, but their roles differ in focus and execution. For project managers, understanding the product manager's role adds immense value by bridging gaps between delivering a project and delivering the right project. Product managers focus on the "why" behind a product—defining its purpose, understanding customer needs, and aligning the vision with business goals. By grasping this perspective, project managers can better anticipate challenges, prioritize tasks effectively, and ensure that their timelines and resources support the larger strategic vision.

Product Management is the driving force behind successful products in various sectors... I am sure you know that already and if you don't.. Maybe more light would be shed so you begin to understand the crucial role, product management plays for the longevity of a product which is hoping to come to reality or already in existence... The link will get you there.... #Product #Management #Business Why Is Product Management Crucial ??? https://lnkd.in/dXTvvW8u

What's not so good about being a product manager? Being a product manager (PM) can be an exciting and rewarding career, but it has its downsides. One major challenge is the immense pressure and responsibility that comes with the role. PMs often feel the weight of their product’s success or failure on their shoulders, which can be stressful, especially when making critical decisions that impact the entire business. Another significant hurdle is the need for effective cross-functional coordination. As a PM, you have to collaborate with various teams—engineering, design, marketing, and sales. Each of these teams has its own priorities and perspectives, and miscommunication can lead to delays or conflicts. This juggling act can be frustrating, especially when everyone is trying to push their agenda. The ambiguity of the role can also be a challenge. The responsibilities of a product manager can differ significantly from one organization to another, leading to unclear expectations. You might find yourself navigating uncharted waters when it comes to defining your role within a team. Balancing the demands of multiple stakeholders can be another tough aspect. You’ll often have to negotiate between the needs of customers, executives, and team members, which can lead to compromises that leave no one entirely satisfied. Moreover, the workload can be intense, with long hours required, particularly during product launches. This can contribute to burnout if you’re not careful about managing your time and stress levels. Lastly, product management requires a commitment to continuous learning. The field is always evolving, and staying updated on the latest industry trends, technologies, and user needs can be daunting. In summary, while being a product manager offers unique opportunities for growth and creativity, it also comes with its fair share of challenges. If you're considering a career in product management, you might find this video helpful: https://linktw.in/ZxZEPx It provides valuable insights into what the role entails and how to get started. Understanding these downsides can help you decide if this career path is right for you.

You're not failing as a PM. You’re playing wrong. After 3 years managing products, I learned the hard way that great products don't equal great careers... I spent my first year obsessing over features and timelines. Result? Built amazing products. Still got overlooked. Year 2: Focused purely on metrics and execution. Better, but still missing something. The breakthrough came in year 3: I discovered the PM Success Triangle. ->Impact: Numbers that make CXOs notice ->Execution: Delivery that builds trust ->Optics: Stories that travel up Here's the truth: Product Management isn't about managing products. It's about managing the triangle. Miss one corner, and the whole thing falls apart.