13 Myths And Misconceptions About Product Managers

The good news: when it comes to software, product management is now being seen as a legitimate profession and increasingly critical to a company’s growth strategy.

(Ok, maybe it was always thus in Silicon Valley, but the rest of the world is now catching up.)

The bad news: There are still many myths and misconceptions folks have about our profession.

Here are some common ones:

  1. Product Managers are proxies for project managers.
  2. Product Managers are “technical people”, so it’s not necessary to involve them in business, sales, marketing, pricing or (worst of all) strategic discussions.
  3. Product Managers are “technical people”, so naturally they define/understand the database structure, system design, server configurations, etc.
  4. A Product Manager is a “technical role”, so must sit under Engineering or IT.
  5. A Product Manager’s primary (only?) job is writing requirements…
  6. …And how hard can that be? (One of my favorite quotes from non-PMs: “I could write those requirements over the weekend.” Go for it, boss.)
  7. If the product has a technical issue, like something wrong with the data model, SQL stored procedure, or the system design, the PM is responsible and answerable. (Uh, no.)
  8. A Product Manager can come up with a product roadmap without a well-defined product strategy.
  9. A Product Manager can come up with a product strategy without a well-defined business strategy.
  10. A roadmap is simply a case of plotting a bunch of features on a timeline with dates. How hard can that be?
  11. The Product Manager must come up with delivery estimates and dates, and stay true to them no matter what. (Because we product manages are fortune tellers, of course.)
  12. The Product Manager must spend most or all of their time with the development team / in the scrum. (Nope. They must equally spend time, if not more, in the market.)
  13. The Product Manager is “CEO” of his or her product. (Nope. The CEO is the CEO.)

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