After starting this class and reading today’s chapter, I’m beginning to realize that the product manager role is far more ambiguously defined than I initially thought. The most enlightening point in this regard was when Lemay discussed Ambiguously Descriptive Product Roles (AFDRs). From program manager to product owner, growth product manager to technical product manager, each of these positions actually involves overlapping responsibilities, and their scope can vary depending on the company or organization.
The point about product managers having different responsibilities depending on the size of the organization was also pretty interesting. I remember in class, Christina told us about one of her students who was doing product management at a non-profit organization and ended up wrangling volunteers for the whole summer. I think this anecdote best aligns with my current understanding of a product manager’s job, which is to “do whatever it takes to make sure a product team is successful.” Success in this case is an important metric to define. In my view, a successful team isn’t only efficient, but they also aren’t overstressed or overworked. The team has the tools and support they need to get the job done, and it’s the PM’s responsibility to secure those tools, which often involves working with others throughout the organization.
My main questions for the author relate to the current workplace landscape. Product Management in Practice was published in 2017, and over the past eight years, how we live and work has changed significantly, especially with AI. I would ask how the author believes AI will impact how executives view AFDRs, as well as the potential benefits and drawbacks of AI for AFDRs.
