All related (5)
Vasanth Arunachalam
Director, Technical Program Management, Meta | Formerly MicrosoftFebruary 2

I love this question because it flips one of the previous questions to focus more on the individual. IMO the success of a Technical Product/Program Manager largely lies in the ‘What’ and the ‘How’.

What impact did they have? This individual measure of success should be tied to the business (product or platform) goals. The TPM should directly be held accountable for delivering on those goals. This is also the (relatively) easy part to measure (Eg: How many new users signed up for the app?, How much incremental revenue did the feature bring?, Did the platform ship on time?“

How did they land that impact? This is the ‘hard to measure’ part. For a TPM it is equally important to demonstrate leadership qualities such as - high EQ, deep Empathy, Conflict resolution, crisp communication, ability to influence without authority etc and overall be a kind and respectful individual. Often peer feedback has proven to be an effective means to gather these signals.

Devika Nair
Director of Product, Oracle Cloud Infrastructure, OracleJuly 20

To me, success of my product managers is measured based on their understanding of the product, ability to deal with partners, customers and executives and influence others. The way I would measure the same is based on their vision and roadmap documents. The product intuition can be judged from these artifacts and the execution can be seen through their interactions with team members, partners and customers.

Most of the aforementioned are hard to determine or judge. An easier way to look at how they are able to successfully perform in their role is the depth of their work, understanding and data being their rationales. If a PM is able to make quick decisions and back it up with solid data, they are leading the product successfully.

Vasanth Arunachalam
Director, Technical Program Management, Meta | Formerly Microsoft
I talked about my take on desirable qualities in one of my previous responses, so I’ll focus on the common mistakes I’ve personally made in my career in the past, that hopefully will help others avoid those pitfalls. * Mistaking motion/effort for progress (This is also one of Meta’s posters on the wall in our campuses) * Rushing to prove my value (whenever I switched roles or teams). * Not being able to articulate the “So what” well. Eg: I’ve launched this shiny new feature, so what? * Assuming everyone has the context (and motivations) that I have * Assuming everyone understand...
Navin Ganeshan
Head of Driver Products, Amazon Relay, Amazon
(Reposting this from a related question)  A technical product manager at Amazon is generally referred to as a Product-Manager-Technical (PM-T). A PMT can have ownership over a product, a functional area or even a program, but their primary focus is on formulating the vision, the strategy and roadmap for that area. They are also ultimately responsible for the end metrics of adoption, quality and effectiveness of the features they deliver. They are also the primary customer champions synthesizing their current pain-points, as well as anticipating future needs. They develop concept document...
Devika Nair
Director of Product, Oracle Cloud Infrastructure, Oracle
To me, the best part of being a Product Manager is that there is no typical day. There is a mix of working with your engineering partners, talking to customers, partnering with other organizations, and sharing info with executives or dealing with escalations. A day to day also differs greatly depending on the phase of your product.