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I get pulled into lots of discussions among productmanagers 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.
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. Put the engineering structure aside for now.
Project & Personnel Management All TPMs must coordinate several interrelated technical projects across the many teams that are involved. They must develop their program's roadmaps and strategies while also leading all the teams that ultimately execute them. Previous experience managing people may be very helpful in this regard.
With a clear growth strategy for the US market, Senior ProductManager, Nathan Mackinnon, and his leadership team have recognised the necessity for a well-established Product team to achieve its business goals. I’m the Senior ProductManager at Active Pipe. Can you describe ActivePipe’s Product practice?
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