What are the biggest misconceptions about software product management?

3 Misconception 3: Software product managers are the CEOs of their products

A third misconception about software product management is that it gives the product manager the ultimate authority and power over their product. This is a misleading and dangerous analogy, as it implies that software product managers can make decisions without consulting or involving anyone else, and that they are accountable only to themselves. In reality, software product managers are not the CEOs of their products, but rather the facilitators and advocates of their products. Software product managers need to work closely with cross-functional teams, align with the organizational goals and vision, and balance the needs and expectations of various stakeholders, such as customers, users, developers, executives, and investors. Software product managers are not dictators, but collaborators.

4 Misconception 4: Software product managers can rely on their intuition and experience

A fourth misconception about software product management is that it is based on intuition and experience, rather than evidence and validation. This is a risky and ineffective approach, as it can lead to building products that no one wants or needs, wasting time and resources, and missing opportunities. Software product management is not a guessing game, but a learning process. Software product managers need to constantly test their assumptions, gather feedback, measure outcomes, and iterate based on data. Software product managers need to be humble, curious, and open-minded, and not rely on their gut feelings or personal opinions.

5 Misconception 5: Software product managers can work in isolation

A fifth misconception about software product management is that it is a solitary and independent role, where the product manager can work on their own, without much interaction or interference from others. This is a false and unrealistic scenario, as software product management is a highly collaborative and interdependent role, where the product manager needs to interact with multiple people and teams, both internally and externally. Software product managers need to communicate effectively, build trust and rapport, negotiate and influence, and foster a culture of collaboration and feedback. Software product managers cannot work in isolation, but need to be part of a product community.

6 Misconception 6: Software product managers have a clear and linear career path

A final misconception about software product management is that it has a clear and linear career path, where the product manager can easily progress from one level to another, based on their performance and experience. This is a simplistic and inaccurate view, as software product management is a diverse and evolving field, where the roles, responsibilities, and skills can vary significantly depending on the context, industry, and organization. Software product managers need to be adaptable, flexible, and proactive, and seek out opportunities to learn, grow, and contribute. Software product managers do not have a fixed career path, but rather a career journey.