How should the product manager relate to different areas of the company? Engineering, UX, product marketing, project management, operations, sales, legal, finance, customer service, human resources, and general management.
Recalling what I said in the article Main characteristics of a product manager, the most important feature every product manager needs to have is empathy, that is, the ability to put oneself in someone else’s shoes to understand their desires, motivations, needs, and problems. This feature should be used not only with the customer of the product but also with people from different areas of the company.
As said, the product manager must understand the impact his product has on legal work: have legal issues increased due to some new functionality in the product? And what about the sales, support, operations, finance, marketing staff, did the new product complicate their lives so much? And for the product team, the engineers and UX analysts who are part of the product core team, how do your product decisions impact their functions?
This is what we will see in this new series of articles!
I will start by talking about the relationship between product engineering and product management.
Product engineering is responsible for developing the product and keeping it operating. With the business vision brought by the product manager, plus the solution design made by UX people – based on an understanding of the customer’s need or problem – product engineering “builds” the product.
To build it, they must not only do the programming but also define the technical architecture. That is, what infrastructure it will run on, which programming language is most appropriate, which database is most appropriate, how to ensure the non-functional requirements of this product (response speed, availability, scalability, etc.). It is also important to validate with the product manager whether the cost of this infrastructure fits his business model.
The fact that the product manager is responsible for defining the product to be made may give the impression that product engineering reports to product management. However, this view is incorrect, and if areas behave in this way, the chance of product failure increases because those who perceive themselves subordinate have less commitment to the outcome.
Product engineering, product management, and UX are one team, there is no subordination relationship between any of these groups. They should function as partners, each with their own expertise and responsibility, collaborating to produce the best product possible.
In the previous diagram, product engineering brings the available technology. As I explained in the article Innovation: what is it?, to innovate is not simply to know the latest technology. You need to know not only this, but all available technologies, and how to use them. This is the role of product engineering. The opportunity and potential for producing an innovation lie in knowing the technologies available and knowing how to use them to solve a problem or meet a need of a group of people.
To make life easier with the product engineering team, here are some practical tips:
Some product engineers end up becoming great product managers. It’s important to be able to figure out when an engineer is looking for “something else to do” and give him that career choice.
At Locaweb, we have (and had) great product managers who were product engineers. In some cases, they became product managers of the product in which they were engineers. On the other hand, there are some product engineers who have tried product management and disliked it.
For those who are used to measuring their productivity by features delivered, it may be strange at first to lose that productivity benchmark. As we have seen, a product manager’s day to day life is made up of a lot of talk with the various people involved in it, and that lot of talk can “scare” the engineer who is used to working focused on feature development. So, you have to leave the door open so that she can be a product engineer again, without any harm to her career.
Do you work with digital products? Do you want to know more about how to manage a digital product to increase its chances of success? Check out my new bundle Digital Product Management with my 2 books where I share what I learned during my almost 30 years of experience in creating and managing digital products.