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I get pulled into lots of discussions among product managers about the best ways to represent (and then present and present and present) roadmaps or backlogs, especially to internal sales/marketing/support audiences. Each functional group has its own product priorities, so each wants a different roadmap. Just sign here.”)
When I introduced the notion of cross-functional, empowered product teams, the CEO said it was exactly what they needed and immediately created a task force with three VPs to lead the change: the VP of Product, the VP of Engineering, and the VP of HR. Can you naturally tell where each initiative falls?
They must develop their program's roadmaps and strategies while also leading all the teams that ultimately execute them. Communication Communication is the foundation of the position, as TPMs must communicate the strategies, roadmaps, issues connected with their programs to all the principal stakeholders involved.
Two years ago, we brought on a senior consultant, John Milburn, who actually worked for Pragmatic Institute. I’m the Senior Product Manager at Active Pipe. I’ve been at Active Pipe for over six years. I transitioned into Product Management at Active Pipe three years ago. Can you describe ActivePipe’s Product practice?
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