As the software development industry continues to evolve 🖥️, the role of the Product Manager (PM) has become increasingly sophisticated and complex. A skilled PM can be the solution to help one’s enterprise achieve superior levels of efficiency, but it is important to understand what are they doing and how many roles are actually mixed into one.

In today’s tech landscape, PMs are expected to be chameleons🦎 — adaptable, flexible, and able to perform a wide range of tasks.

Their responsibilities often include product discovery, monitoring, adjustment, and strategic vision creation, as well as team support and facilitation, resource acquisition, and stakeholder engagement[quite a lot, or not…]. In the product discovery phase, a PM collects and evaluates new product ideas through techniques like minimum viable products (MVPs) or business and market screening. They also monitor existing products and product portfolios, using the information gathered to create a comprehensive strategic vision.

They engage with UX designers and developers, structure work processes, and monitor team member emotional status to improve overall enthusiasm and productivity — yes, is that important!

In addition, PMs play a crucial role in acquiring resources for their teams and engaging with internal stakeholders to facilitate collaboration and improve overall efficiency.

In larger companies, PMs may collaborate with peers from different departments to foster a culture of learning and cross-departmental collaboration.

With such a broad range of responsibilities, it’s important for PMs to avoid the overlapping trap. By setting boundaries around their responsibilities based on the product they are managing, PMs can ensure that they provide targeted support and guidance throughout the product development process. In today’s fast-paced software industry, a skilled PM is an invaluable asset to any organisation -so make their value count by not diluting core skillsets-

PMs may seem responsible for a dizzying array of tasks, but ultimately, they’re hired to guide the process of conceptualization and development of one’s product. By focusing on the P(product), PMs should set clear focus lines for their responsibilities and provide comprehensive support to everyone involved in the product development process (e.g Product analysts). Boundaries are not easy to set and mainly PMs find themselves taking more and more responsibilities due to pressure, deadlines or even unbalanced team composition.

The modern product development process requires a considerable amount of resources, and PMs must meet both the practical and emotional needs of their teams to succeed. A great PM is a vital asset to any enterprise seeking to innovate, streamline, and achieve superior levels of efficiency.

That being said…

🌳How much is too much?

👀Can we succeed in practical without emotional?

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