Defining the Role of a Product Manager in StartupsByZoeAerin
Zoe Aerin is a product manager, specializing in growth. According to Zoe, We are familiar with a number of definitions for product management. We understand the concept of product management within these frameworks, regardless of how it is portrayed as a role that sits at the intersection of customers, technology, and business — or as a process that includes ideation, prototyping, development, launch, (or even withdrawals). Core abilities and talents are unquestionably essential for all product managers.
Anyone interested in product management must understand that these descriptions, roles, and duties differ on a deeper level depending on the stage the firm is in, the business model, the product line, etc. From my experience as a Product Manager in a B2B context, here is an attempt to define and explain the function of a product manager in startups.
Redefining the Principles of Product Management : A startup in its early stages is almost certainly developing new goods and features. even before the product team has been established and is expanding. The necessity to define specific processes becomes more pressing if product managers are involved and the product team starts to expand. They can eventually realize their product objectives thanks to this. Let me discuss the subject and outline the four Ps I have discovered so far in my career as a product manager.
Process : Successful product delivery is largely dependent on clearly established processes. A carefully defined process establishes roles within teams, identifies decision-making stakeholders, specifies the mode and frequency of communication, etc. Processes shouldn’t be stiff or stationary. With regard to the teams, it varies.
When dealing with teams, a product manager could uphold procedures such as standups, sprints, release notes, documentation, etc. However, keep in mind that choosing the best process involves yet another process. Finding the ideal procedure that complements the team, the corporate culture, and the product itself is practically impossible.
Prioritization : All product managers frequently receive requests for additional features and functionality from a variety of stakeholders. It is essentially impossible to satisfy everyone’s desires and accept all proposals. anything tasks in the pipeline must therefore be prioritized above anything else. to create a roadmap for the upcoming several sprints/weeks.
Learning to say no is a skill that is equally crucial for product managers. Rather than setting up a situation where the client or a team member’s expectations are not met. You should be aware of what should be built, when it should be built, and what may not always fit well in the product plan. especially when time and resources are few. I’ve also discovered from experience that prioritizing tasks and communicating them clearly reduce back and forth and simplify everyone’s lives.
Product Initiation : The following critical step is to start out on the proper foot now that there is a roadmap and goal list in place. Documentation stands out in this stage.
All essential details for the MVP would be contained in a product requirement document. (Minimum Viable Product). It covers, among other things, objectives, scope, feature needs, price models, and release strategies in stages. Startups usually have fewer stakeholders than large corporations, which can be a benefit.
Product Execution : In a startup setting, everyone wears many hats and picks up a variety of experiences; this is also true for product managers. To ensure that products are developed smoothly, Zoe must strategize about technical problems, collaborate with stakeholders on solutions, make decisions, and coordinate amongst teams.
In contrast to startups, where these duties are frequently handled by product managers, large organizations may have specialized resources to manage projects. As a result of her experience, Zoe can attest that it merely broadens one’s knowledge, fosters empathy for engineering teams (which is crucial for a Product Manager to collaborate successfully with the engineers), and promotes improved decision-making over time.