Irfan

“There are essentially three ways for a product manager to work, and I argue only one of them leads to success: The product manager can escalate every issue and decision up to the CEO. In this model, the product manager is really a backlog administrator. Lots of CEOs tell me this is the model they find themselves in, and it's not scaling. If you think the product manager job is what's described in a Certified Scrum Product Owner class, you almost certainly fall into this category. The product manager can call a meeting with all the stakeholders in the room and then let them fight it out. This is design by committee, and it rarely yields anything beyond mediocrity. In this model, very common in large companies, the product manager is really a roadmap administrator. The product manager can do his or her job. The honest truth is that the product manager needs to be among the strongest talent in the company. My intention in this book is to convince you of this third way of working. It will take me the entire book to describe how the strong product manager does his or her job, but let me just say for now that this is a very demanding job and requires a strong set of skills and strengths.”
― Marty Cagan, Inspired: How to Create Tech Products Customers Love

“product managers are constantly asking developers to look at the code to tell them how the system really works, then you're probably missing a principal product manager.”
― Marty Cagan, Inspired: How to Create Tech Products Customers Love

“will tell you there's never a perfect way to carve up the pie. Realize that, when you optimize for one thing, it comes at the expense of something else. So, decide what's most important to you and go with that.”
― Marty Cagan, Inspired: How to Create Tech Products Customers Love

“The successful product manager must be the very best versions of smart, creative, and persistent.”
― Marty Cagan, Inspired: How to Create Tech Products Customers Love