Ideally, PMM comes in during the product roadmap process. One area where I've seen PMM historically drive value is through market and competitive insights. Especially at Gong, given our product, Product Managers have access to customer insights but oftentimes don't have visibility into opportunities outside of the customer base.
When it comes to the product lifecycle, PMM should proactively come in very early on. For the same reasons as above, PMM brings a complementary perspective to the decision-making process. By bringing insights from the market, competitive landscape, buyers, and analysts, PMM can ensure that product has considered all inputs when they narrow down on their target user, pain points, and finally solutioning.
Here is a deck we use internally to help build collaboration between PM & PMM. If you're still struggling with being brought in too late, my advice is to focus on 1-2 deliverables that could really drive value for your product org. Pilot that with a product group or PM, and then go from there. Good luck :)
I am also a huge fan of Amazon's "working backwards" framework where a press release is written at the onset of development. In organizations that use this methodology, it is a great time to bring in the PMM. It also begs the question, when should a press release be written? We typically write in in Phase 5 or 7. I'd argue we should be using this template or another much sooner in the process.
When looking at the product lifecycle, I typically refer to a framework like Product School’s 7 Phases of Product Development:• Phase 1 – Discovery• Phase 2 – Define• Phase 3 – Design• Phase 4 – Implementation• Phase 5 – Marketing• Phase 6 – Training• Phase 7 - LaunchThe critical points for collaboration occur in phases 5 – 7 described above. In these stages, the PM and PMM work together on messaging & positioning, value proposition, train the sales teams, and build a go-to-market that will lead to the official release of this new product and feature. While these final 3 phases are the most critical, I would argue that the best run PM and PMM organizations bring PMMs into the product development process much earlier than Phase 5. My preference is that PMMs be brought in at Phase 1 – Discovery. If you are brought in at the onset, you will have a better understanding of the customer and the market enabling you to have an improved perspective on how the narrative may need to adapt.A clear line that can be drawn in ownership involves groups you support in getting a product to market. PMM teams I have led typically own any part of the launch plan involving Sales, Sales Enablement, Partner Enablement, and Marketing. PM’s often own training Sales Engineers, Technical Support, Professional Services, and ensuring the demo environment has been updated with new features. If PM and PMM have done a good job at collaboration, key deliverables such as value prop, messaging hierarchies, use case updates have been completed before Phase 5 of the product development process.
Link 7 Phases - https://productschool.com/blog/product-management-2/career-path/7-phases-of-product-development/