Related Posts
More Posts
Let’s talk... Coronavirus. Who’s got a mask? 😷
New to Fishbowl?
Download the Fishbowl app to
unlock all discussions on Fishbowl.
unlock all discussions on Fishbowl.
Let’s talk... Coronavirus. Who’s got a mask? 😷
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Download the Fishbowl app to unlock all discussions on Fishbowl.
Copy and paste embed code on your site

Scan your QR code to download
Fishbowl app on your mobile

Most of it is about presenting a compelling vision, gaining influence, and managing internal stakeholders to shield engineers from a disruptive leadership group. It's quite easy to underestimate how much time and work this requires.
Basically, it's about making decisions about what to introduce to engineering teams against what to leave alone, or talks about product security, competitive analysis, profitability, personnel, and velocity.
It includes all the marketing material for new features/products. Make sure every one of the stakeholders within the organization are ready for something to be implemented. Sales, training, customer service, customer success, implementation teams, documentation, and so on.
In the process, there is daily stakeholder management on existing products, as well as regular feedback loops with all departments, particularly support.
A huge part of a PM's responsibility should be to provide a secure and stable environment for brilliant developers and designers to do what they do best such as create excellent products, free from the broader organization's political intrigues and short attention span.
Are you still a PM if all you do is interact with vendor and sell their product by interacting with sales team but not really into the development of product cycle or features, or talk with developers?
Bowl Leader
To me this sounds different than my role. Do you do any prioritization of features that get handed off?
I handle, gather and prioritize customer's needs and wants. Knowing how the market works and know to navigate market requirements is always the key too a successful product. I take time to understand reason why customers buy the products and how tight the competition is in the market.
Manage priorities
Bowl Leader
If I were to say something I do daily, it’s probably talking with my Eng and design partners and having at least some sort of alignment discussion with internal stakeholders. Im also often in JIRA playing around with priorities and staring at numbers. Hope this is helpful?