PRODUCT MANEGEMENT ASSIGNMENT

C1 EVALUATION
Submitted By- GROUP 6
Harshit Dewan (20BSP0859)
Neha Tokas (20BSP1423)
Rohit Kumar (20BSP1938)
Rup Narayan (20BSP1973)
Yashika Shankar (20BSP2881)

Q1. What are the Roles & Responsibilities of a Product Manager. What are the main
differences between a Product Manager and a Marketing Manager?

A1. The product manager will be responsible for delivering a variety of products
available on the market, which comply with the requirements of the market and
provides the market opportunity. An important part of the role of the product manager
and the product retains the same overall strategy and goals of the company.

An important part of the role of the product manager and the product retains the same
overall strategy and goals of the company. The product manager will be responsible for
delivering a variety of products available on the market, which comply with the
requirements of the market and provides the market opportunity. While the product
manager is responsible for managing the product throughout its entire life-cycle of a
product, from concept to end - of-life-he'll get assistance in this process from the
experts, such as engineers, designers, developers, quality engineers, supply chain and
operations professionals, engineers, marketing managers, project managers, sales
specialists, etc.).

The skills and Competencies Necessary to be a Product Manager

Domain expertise: Very often, your knowledge of your market and product area is why
your company hired you. The fact that you know the customers and the business is the
main reason you’re now a Product Manager.

Business expertise: they say that a product manager is the CEO of the product. In spite
of this, as is usual, it is not 100% true, as a rule, you'll need to make sure that the
company will generate a profit. You will need a set of operational skills in order to
ensure that your product will continue to remain cost-effective.

Leadership skills: a Lot of companies have come to you for advice. If you have no skills as
a leader, behind your back, you need to develop it quickly.

Operational ability: Product Managers need to dive deep into the many nitty-gritty
details needed to manage a product: for example, creating part numbers or updating a
spreadsheet. Sometimes you can get someone else to do these tasks, but many times
you are responsible for them.

Product managers are masters at organization, strategy ninjas, and road mapping
wizards. Their roles often include marketing, forecasting, and profit and loss. Their main
responsibilities include:

● Setting the product roadmap

● Identifying customer pain points to targets

● Defining features to build through user-stories or jobs-to-done.

● Develops a deep understanding of competing products and technologies

Marketing manager is the driving force behind getting products to market - and keeping
them there. Product marketers are the overarching voices of the customer,
masterminds of messaging, enablers of sales, and accelerators of adoption. Here are a
few of their main responsibilities: A Marketing Manager is responsible for:

● Positioning and messaging for new products and features

● Conducting competitor analysis and market research

● Empowering the sales team with clear value propositions

● Setting up marketing campaigns for demand generation

DIFFERENCE

1. Product managers are responsible for helping to create and set up of the product,
while the marketing manager will be responsible for the promotion of the product on
the market.

2. Product managers are responsible for the critical steps of business management-do
for future releases. They support the product team as well as control of the life-cycle of
a product, the formulation of a strategic vision, and an evaluation of the "why", "how"
and" when " of what's going to happen. Marketing managers have to do a different job
to communicate with the potential buyers and in-house teams, information about the
"why", "how" and "when" it will have to be built.

3. The product manager is to define the product vision, and objectives, and initiatives
that will assist you in the realization of his vision. As the marketing manager of one of its
product, strategies, together with a well-established overall marketing strategy for the
creation of a market entry strategy.

4. The product manager is focused on the user understand what they want to achieve
by the use of the product. This is required to obtain feedback from customers on their
issues and opportunities to which they wish to be added in the future. The marketing
manager will focus more on the user's purchasing attributes — an understanding of
what people need to know about the drug and what to do in order to make a purchase.

5. The product manager will act as an advocate for the user and the product. It will
require a combination of strategies and tactics to work in a team, as well as share the
future direction of the product development, marketing, sales, and service of your
colleagues. The Marketing manager is to ensure that the internal customer-facing teams
to know how to present their business and technical benefits. This can go hand in hand
with working with vendors to improve the most important messages, it, sales, and
support personnel, to ensure that the website is updated for the next release.
Q2. What is your understanding of the relationship between product managers and
engineers? How would you enable effective communication with the engineering
team?

A2. Product managers own the vision for the product. They are tasked with
understanding and aligning the product with the overall strategy and business case.
Engineers, on the other hand, are the technical crew that translates the vision into a
tangible product. They have to balance the product with the realities of time, resources,
and budget constraints.

Product managers define the "why" and "what" that engineers will build. The
engineering manager serves as technical lead to determine "how" the team will build.
These differences create friction between the two groups as they focus on competing
priorities.

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.

The aim is to ensure that its products and engineering team to work in harmony, it is not
an easy one. Even though the teams share the same goals (such as to a successful end-
product), the motivation, and the process of achieving the goal may be different for
each group.

For example, product managers have a tendency to have a product vision. Product
teams often dream big, and they will be challenged to understand it and customize it by
a shared strategy and business case.

Engineers, on the other hand, the technical team, have a vision that can be translated
into a tangible product. They need to be in balance with the product, the dreams and
the reality of time, resources and budget. These differences are, of course, the friction
between the two groups, because they focus on competing priorities.

Here are some ways to make the relationship between engineers and product managers
more effective:

1) Make data driven decision: Engineers like to know that they are in safe hands - they
trust you to know the product you are building, and they need you to understand your
customers, their response, your competitors, the market and the industry in which you
operate.They want to know that the decision on what to build is based on reliable data
collected - from real customers and real tests. And data-driven decisions need not be
limited to product features. Developer confidence in Product Manager will also be
enhanced when he uses previous data and information to support other important
decisions.

2) Clarify roles: As a potential source of conflict between the two groups is the lack of a
clear definition of roles and responsibilities. As an organisation, please make sure that
the product management and engineering teams have clear goals, and roles. However,
the roles must also be clear on the level of individuals. To make sure that everyone
knows what they are responsible for.

3) Share Credit: A common complaint among the engineers and, in particular, has been
the lack of credit for their contribution to the product. Fortunately, this is fairly easy to
fix. The share of the credit, and the distribution of leadership and the recognition of the
people, it is essential to build a relationship of trust and respect for each other

4) Build healthy relationships: Healthy relationships between Product managers and

Engineers are critical to the success of any project. With shared leadership, inclusive
decision making, mutual respect, and a commitment to helping each other succeed, you
can build a team that delivers results and attracts great people. So it is very important to
have a good relationship between engineers and product manager.

5)-Develop the product strategy together: We must include the engineers team in the
planning process, as this is the first step of a product development. Engineers can
provide important insight on usability, feasibility, and timelines for specific features, and
offer suggestions and ideas for the products and also by seeing your plans and the
direction for the product helps engineers develop and design technology more
efficiently because they know what’s ahead. By cooperating with the product strategy
and roadmap both team will know the development process of product and both teams
will be on same page while making the product.

6) Include engineers in product making decisions: We must include engineers in

decision making process as they are also part of product development task force.
Engineers appreciate understanding the reasoning behind product decisions. Product
managers admire when engineers come up with valuable ideas enabled by creative
technical solutions. We know when everyone on the team works around a common goal
and shared understanding will help us achieve bigger and better things together.

Getting engineers involved in product decisions not only resulted in better quality
output, but also made the product design process much faster.

7) Provide feedback about the product: The product manager knows how the product
is doing in the market ,what the customers are thinking about it , how this product is
doing against its rivals So , they must communicate this to the engineering team from
time to time. By this they can make improvement in the product.

CONCLUSION:

Communication is very crucial part of creating a strong and productive relationship

between product managers and engineering team. As, both of them are involving in
development of product it is very important to have proper cooperation and
coordination between them. They must listen to each other and share their ideas
whenever required .At the end of the day, they need to trust each other and also they
must understand the fact that both of them are working towards a common goal of
building a better product for people.

So, to improve communication between the product managers and engineering team
we must follow all these points mentioned above.