As Product Managers, we spend a lot of time working with other groups—Prospects, Customers, Sales, Support, Engineering, Marketing, etc–to get our products up and running and out the door. Managing that diverse universe of contacts is an integral and frequently taxing function of the Product Manager’s role. But there is another group that many Product Managers that I know neglect to include in their universe of contacts: other Product Managers.
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I wrote a comment the other day on another blog, Security Buddha, in response to a post about how Product Managers (at least not the ones who write blogs) are not really geared for rapid product release cycles. The author had reviewed several Product Management blogs, including this one, and came to this conclusion–
“I can’t help feeling that most of the PM gurus are cut out for old school software development with long release cycles and would balk at the real meaning in the Agile Manifesto.”
My comments on Security Buddha went something like this (paraphrased, but you can see the original here):
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