Myth 1. Product Manager = Project Manager

In many companies, I encounter situations in which Product Manager performs part or all of the responsibilities of a Project Manager. Although such a solution is possible, this is not a perfect approach and in most cases it will not work. One of the most important things is that these two roles should answer completely different questions:

• Product Manager – What should the product contain? Why is it important?
• Project Manager – How should this be done? When?

The role of Project Manager is focused on time management, cost management, team coordination. It is not a person whose purpose is to identify and analyze requirements. It is the Product Manager’s responsibility to identify the problem, choose the best solution, and make sure that the product meets the needs and needs of the user.

Myth 2. Product Manager with technical experience will always be a better employee

This aspect is important and relevant for IT products. Often, technical expertise is very helpful with avoiding misunderstandings, for example by using a same language with the engineers. But do not forget that the main responsibility of the Product Manager is to create a product that will be attractive to the users. Your task is to give the right direction and proper understanding of your users rather than the physical building of the product. You do not have to understand architecture, logic, know how to solve every technical problem. These are the skills that engineers have.

Of course there are situations where technical knowledge may be necessary. A good example is a typical technical product such as a system for monitoring the performance of other applications. If PM is not aware of technological constraints, it may end up endangering the end product.

Myth 3. Product Manager tells the team how to make a product

Nothing is more wrong. Product managers should not decide on technical solutions and how to solve the problem. The most important question you must answer is what should contain the product to meet your expectations. Not how to do it. I always come up with the premise that the solution (how?) should come out of the whole team. Nothing stands ont he way to prevent ideas and inspire the team to act!

Myth 4. Product Manager builds everything that the customer requests

It is very important to listen carefully to the needs of the users and to try to be aware of their real situation. Product managers should look further, to search deeper goals and answer for the question “does the customer really needs this”? Unfortunately, in many cases customers do not know what they really want and are not aware of technical solutions. To find the right requirements, use the tools that help.

Myth 5. Product Manager’s job is mainly to describe the requirements

Product Manager’s work differs from the duties performed by engineers or UX designers. Engineers provide technical solutions while UX designers create prototypes of potential solutions. For Product Manager, delivering requirements is not all. This person is responsible for building a product vision through the prism of success. Defining and describing user needs is only a communication technique that facilitates the creation of real value by the team. Often it does not necessarily signify a description of the requirements. In my work I put the conversation, face to face, in the first place. Descriptions as prototypes, user stories or use cases – I treat as a supplement to meetings. It is important to emphasize the uniqueness of communication, to ensure that the team understands the ideas conveyed and has implemented a solution that meets the requirements.

Summary

I chose 5 of the most moving myths during my work with products. What myths do you meet?