More product, fewer product managers (kitemaker.co)

Article summary

The article discusses the role of product managers in product teams, suggesting that many companies hire too many PMs who end up focusing on project management tasks instead of optimizing the product for the business. It proposes that the ideal time to hire a PM is when the founders can no longer be involved in all important product decisions, and that PMs should focus on articulating the vision of the product and ensuring the team addresses the right problems. The article also emphasizes the importance of collaboration between design, engineering, and product teams to build a product-oriented team. Effective product management requires a deep understanding of the user, the market, and the business needs.

Main themes

• product management
• project management
• team collaboration
• technical background
• role definition
• ownership and accountability

What commenters say

• Some argue that the best product managers are visionaries and catalysts who bring the team along, while others see the role as similar to project management with extra steps.
• The line between product management and project management is often blurred, with some PMs focusing too much on the 'how' instead of the 'what' and 'why'.
• Technical background is seen as beneficial for product managers, especially in technical products, but others argue that it's not necessary as long as they can communicate effectively with the team.
• There is a need for balance between PMs understanding the technical nuances and not getting too involved in the 'how', with some arguing that PMs should own the 'why' and 'what' while engineers own the 'how'.
• Clear areas of ownership and accountability are necessary, but cross-role context and communication are also critical for success.
• Some believe that product managers should be involved in technical tradeoffs when they impact the user experience, while others think they should focus on the 'what' and 'why' and leave the 'how' to engineers.
• The effectiveness of product management depends on various factors, including the team's competence, business interests, and reward structure.