From layout to launch: A handbook to enterprise product management
Product management is highly influential as opposed to authoritative. It is cross-functional, and the primary responsibility of a product manager is to set the vision. There are some innate chops that one must have to thrive as a product manager. For example, the ability to understand and visualise abstract problems, identifying the most practical solution, and listening to problems rather than being stuck with preconceived ideas. While having some domain exposure does help, it is not mandatory. These skills are far more critical than exposure alone.
- Rajesh Ganesan
We sell musical instruments, not music. How many people buy an instrument only to leave it unused and forgotten in the corner? It’s either because the instrument is too complex for us to pick up or we’ve lost interest in learning music. The same applies to software. As we build products, we have to look at usage as the value of what we have built is based on how deep the usage is. There are great musicians that emerge, and it is those successes that still keep the demand for music and the instruments. Our own successful customers are the champions for our products, and it is their usage that keeps us going.
- Manikandan Vembu
Introduction
Here's a challenge: Build a house without an architect. Can you do it? Perhaps. Can you do it as efficiently as an architect would? Unlikely. Why is that?
Architects bring experience, knowledge, and most importantly, unique skills to the table—elements that are critical to the success of a construction project. They are responsible for designing the blueprint, overseeing construction activities, and ensuring compliance with regulations. You see where we're going with this. Architects (product managers) collaborate with the construction team (developers), the interiors team (designers), and real estate agents (marketers) to bring their vision to life. Product management is an integral part of software development, just as architecture is to building a house.
Ultimately, the art of product management is the art of having a conviction, having a view point. We get paid to act on those convictions. If our convictions prove right, the market rewards us. If they are wrong and if we are smart about it, we will change our conviction
Ordinary companies ship products with no conviction. Extraordinary companies have deep convictions that come through in their work.
- Sridhar Vembu
The modern world is held together by the fabric of software. From global industry leaders to up-and-comers to the ones that are yet to tap into their full potential, all products have one thing in common—they all went through a rigorous product management cycle. Take a domain like analytics, for instance. The core principles behind the products are predominantly the same. Yet, we see variations in performance, popularity, and usability across competitors. So, what is the differentiator between an under-performer and a world-class suite with millions of users? It's years of dedicated work, combined with creating and fine-tuning an impeccable framework for product management that leaves no room for oversight. And all this is made possible by product managers—leaders who are visionaries, strategists, and collaborators, all rolled into one.
What's ahead?
Product management is a lucrative, well-sought-after role, especially in software development. It is also one of the hardest jobs to land. Product managers are expected to have a diverse skill set, futuristic vision, strong adaptability, and domain knowledge. Combined with these capabilities, it also calls for a robust internal organizational structure to streamline the product development process. In this e-book, we'll reveal our product management framework and what it takes to build a successful product.
We'll delve into:
- The fundamentals: How SaaS product management varies from its non-SaaS counterpart, the roles and responsibilities in a product team, and how the product management role adapts to an organization's ever-evolving requirements. We will also briefly take a look at the tools a product manager can utilize to get the job done, including some homegrown favorites used by our very own product managers.
- The inside scoop: ManageEngine's product development practices, covering the various stages of a product lifecycle where product managers play a key role. We also share a product strategy framework that can uphold an organization's vision, along with key technical and domain-related capabilities that are indispensable for product managers.
- The leadership: Manikandan Vembu, COO of Zoho Corp., shares the product management challenges we faced in our transformation from a network management company to a SaaS enterprise. We uncover the various setbacks encountered at each stage of our growth over the last 25 years.
- The stories: Product managers from Zoho and ManageEngine give us their take on product management, how they tackle roadblocks, and what their journey with the company looks like. We explore the top challenges a product manager faces in the current tech landscape and some key strategies to resolve them.
SaaS vs non-Saas product management
The primary differences between SaaS product management and non-SaaS product management lie in the nature of the deliverables and the corresponding challenges. Here's a quick breakdown.
Roles and responsibilities
| Roles | Responsibilities |
|---|---|
|
Product manager (PM) |
|
|
Associate product manager (APM) |
|
|
Product analyst |
|
|
UI/UX designer |
|
|
UI/UX developer |
|
|
Technical writer |
|
|
Trainee |
|
| PM RACI matrix | Product manager | Product analyst | UI/UX designer | UI/UX developer | Technical writer |
|---|---|---|---|---|---|
|
Roadmap and strategy creation |
R |
C |
C |
C |
I |
|
Market research |
A |
R |
I |
I |
I |
|
User feedback collection |
A |
C |
I |
I |
I |
|
Wireframe design |
R |
I |
R |
C |
I |
|
Prototype design |
A |
I |
C |
R |
I |
|
Release planing |
R |
I |
C |
C |
I |
|
Documentation |
A |
C |
I |
I |
R |
|
Product launch |
R |
I |
I |
I |
I |
|
Monitor metrics |
A |
R |
I |
I |
I |
R
Responsible
A
Accountable
C
Consulted
I
Informed
RACI Matrix for product management
Types of product managers in SaaS
Product managers have been a part of the corporate structure for decades, but it was mostly considered a singular role. It was focused on understanding a domain, identifying target users, and getting the product out. The diversification of the product manager role was propelled by the fast-growing tech scene. With the advancement of technologies like mobile apps, the cloud, artificial intelligence, and IoT, software products became more complex. This necessitated roles with distinct skill sets. Moreover, the focus shifted from product delivery alone to customer-centricity. Having specialized PM roles allowed organizations to tailor their approach to meet user expectations. Just as software engineers branched out to form roles—like front-end, back-end, full-stack developers, and so on—the PM role also began to diversify rapidly. To set the context further, each type of product management can be described as a combination of core PM skills with a specialized layer, which we'll explore in this section.
1. UX product manager (UXPM = PM + UX and UI design): Ever tried out a new tool and thought "wow, this is so easy to use"? That's the end goal for a UXPM. They focus on the user experience and design aspects of the product. They ensure that the product is intuitive, user-friendly, and that it still meets business objectives. A UXPM's knowledge of user pain points and behavior is crucial for product interface development.
2. Technical product manager (TPM = PM + APIs and DBs) : As the name indicates, a TPM works closely with engineering teams to ensure the technical feasibility of features and enhancements, relying heavily on APIs and databases. Their technical background also helps relay information to non-technical teams and establish realistic project timelines.
3. Platform product manager (PPM = Code reusability + DB modelling) : PPMs focus on building capabilities and supporting the underlying platform that power multiple products or services. Their role is critical in ensuring that the platform is scalable, reliable, and can support the organization's product ecosystem.
4. Data product manager (DPM = PM + Data intelligence) : Every organization needs a member to help align data with strategy and treat the data itself as a product, which is what a DPM does. They work on products that involve significant data components, such as analytics platforms and AI/ML-based features. Essentially, they help determine the flow of data, the purpose it serves, and how to make it more accessible to the people who can obtain value from it.
5. Strategic product manager (SPM = PM + Strategic-level directions with CXOs + Prioritizing + Timing the releases) : The long-term success of a product depends on three things: the product vision, roadmap, and strategy. Where is this product headed? What is its differentiation factor? A strategic PM is responsible for setting tangible goals and ensuring the rest of the team has clarity on the big picture and is working towards a common goal.
6. Growth product manager (GPM = PM + Marketing) : Centered around product-led growth, GPMs focus on key concepts such as customer acquisition, retention, engagement, and monetization. They are data-driven and look for opportunities for upselling and cross-selling. Examples of this type of product management include referral programs, early access for customers, and A/B testing new features.
7. AI product manager (AI PM = PM + AI/ML) : A relatively new role in product management, AI PMs help design AI-powered products or enhance the features of an existing product using its capabilities. This means they have to understand and develop use cases where AI/ML can solve real-world problems, build data models, and have clear understanding of privacy, compliance, and ethics.
8. Product marketing manager (PMM = PM + Delivery management + GTM planning) : So you've got a great product on your hands, what's next? Getting it out there, of course. The responsibilities of a PMM are vast and includes designing a go-to-market (GTM) strategy, market research, and tracking actionable insights like sign-ups and link clicks. A product manager is not to be confused with a product marketing manager. A PMM is responsible for the positioning of a product to customers or users, whereas a PM creates conviction for a product internally.
9. Integration product manager (IPM = PM + APIs + Internal data operability) : This role is operations-heavy and involves identifying opportunities, collaborating with internal and external stakeholders, building integration use cases, and monitoring the performance of each integration. ManageEngine Marketplace is one example of IPMs coordinating with third-party solutions to build ready-to-use extensions for ManageEngine products.
The roles involved in product management are constantly evolving with market changes and are becoming more specific in their responsibilities. Apart from the ones discussed, some organizations may opt for roles—like enterprise PM, consumer PM, mobile PM, API PM, core PM, global PM, innovation PM, etc.—based on their requirements.
Tools we use for product management
User insights : Gathering data or direct feedback from users is the best way to understand consumer mindsets. This can be facilitated with the help of tools that are designed to customize and simplify interactions with the target audience. Zoho Corp. also uses an in-house product analytics tool that provides visibility into product usage.
Product roadmapping : These tools help product teams create a visual representation of the plan. Roadmaps often face changes based on the market, new feedback, or opportunities. Managing these changes in one place provides clarity and helps communicate the strategy to all stakeholders.
Project management : Undoubtedly, a project management tool is a necessity to keep track of all project-related tasks and ensure nothing falls through the cracks. Day-to-day operations, cross-functional collaboration, and overall progress can be monitored through tools like ServiceDesk Plus. It also helps streamline workflows and manage resources.
Prototyping : Product teams require dynamic prototypes that can be tested early and refined multiple times before they move to development, which is what low-code tools like AppCreator do. It helps establish a user-friendly product design and meet usability standards. Designers are skilled at visual thinking, and prototyping tools allow them to translate their thoughts in an interactive manner with the other stakeholders. Zoho Corp. also utilizes an in-house product design platform that allows product managers to collaborate with designers and other stakeholders to bring the product to life.
Analytics : Product managers can use analytics tools to monitor KPIs to gauge how effective a tool is at meeting strategic goals. Additionally, they can monitor project-related expenses and other operational metrics like app utilization and license usage. Analytics Plus is one example of tools that can be used to identify patterns, create reports, and support data-driven decision-making.
Communication : For seamless coordination and transparency between stakeholders, product management teams can use collaborative tools. It is crucial for members to be on the same page throughout the process, especially when working with remote, hybrid, or distributed teams.
ManageEngine's product management teams use in-house tools like Zoho Cliq and Zoho Connect for communication and collaboration. The wireframes and prototypes are shared in the respective product groups for feedback and iterations. Teams also use Vani, an all-in-one platform where users can plan roadmaps, create workflows, and more in a unified space.
Knowledge management : Product-related documentation must be stored in a structured manner, ensuring that stakeholders have access to up-to-date information. A centralized repository like Zoho WorkDrive encourages continuous learning and knowledge sharing within teams.
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