Product Management Problems

As a product manager, I try my best to come with new ideas, to be involved in many projects and to help the organization develop attractive products/campaigns. I worked with technical departments, sales, marketing and I tried to talk to all “on their language”. I always have in mind the say that”if a product manager does not do the job, somebody else in the company will do the job for him/her!”
Still…there are a lot of problems, like:

1. The technical departments take the Business Requirement and implement as they want

2. If there is no follow up – there is nothing

3. The prioritization of requirements is invisible for the product manager

4. The manager requests with very high priority the development of a feature, which failed just some months ago. Main reason:”The VP has asked for this!”

5. After long discussions with Marcom team, the final materials are funny, but the message is not clear. The customers will not understand the new product and its benefits. Back to the long and painful discussions.

6. After lots of meetings, conference call and thousand of emails, the product or the feature is live! You announce it through the organization, thanking the IT and Marcom teams and wishing good luck to the sale team. What next? In an hour a new prioritization meeting for the new features. There is no thank you email for you. At a road map review meeting you discuss about your work and you get an “Ok, that’s nice but the company strategy has change and we must have a new road map! It’s not January or March…
I never understood what does expression like” Fair point” means. Is “the road” ok or not?

Lately, I’m wandering where is this going to, but I haven’t found an answer yet.

Tags: marketing problems, product management, recognition problems, roadmaps