So, the conversation went like this:
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Exec: I need to know when feature abc will be in the product.
Product Manager: Sure. (And, a few clicks on the keyboard later, the prioritization matrix comes up which links to the release schedule and shows data. Computer plugged into projector? Check. Hit another key, and voila!) Here you go. Based on the prioritization schedule, which the dev team agrees, it will be in the second release which will be available on date.
Exec: Great. How did you do that?
Product Manager: We have all the features managed in this method. I go through the list and re-prioritize with the dev team every month.
Exec: Wow. I didn’t know that.
Product Manager: (thinking, not saying out loud – Gee, I only tell you this every week at the management meeting, but whatever.)
Exec: When will sales know about this? Salesguy is looking for this data for a deal?
Product Manager: As part of the launch plan, we …(and in detail that I also have shared numerous times, go over the timing for when we talk about the release features and plans.)
Exec: Can you get him a roadmap he can share with potential customer to show this?
Product Manager: This is the current roadmap for sharing (and, a few key strokes later, up on the screen the projected image displays.)
Exec: And where is this feature shown?
Product Manager: In this release here, pointing to the generic feature set/terms agreed upon to describe it.
Exec: I need the sales guy to have the details included, so he can sell this deal.
Product Manager: The details have not been defined, that is why we don’t have it on here. The process is (and, here we go again describing the process for when we put things on the roadmaps and in how much detail. Yawn.)
Exec: Well, can you print this out so I can add it in and give it to Salesguy to share?
Product Manager: You know that by doing that, and then taking a deal based on it, you are committing to it, regardless of what market conditions might change. It is not in our best interest.
Exec: Well, Salesguy says he can close this deal if he can show this feature. And, we need to close this deal.
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So, did the feature make it in on time? Nope. Was there a price to pay? Yep. Did exec keep their role? Nope. But, only after exec got rid of product manager for providing misleading information.
Looking in from the outside, when processes for how to communicate your product strategy and direction are established – and agreed to – staying consistent with the direction set, can you insure that you will meet your goals and commitments.
Who runs the department of commitments in your organization? For your product? And, if it’s not the product manager, what is stopping you from taking control?
