Abstract
The product manager (PM) role is well established in leading technological companies, such as Google, Amazon, Microsoft, and Facebook. PMs
are responsible for integrating technical, design, and business perspectives when
developing software products and product portfolios. In agile methods (e.g.,
Scrum), similar responsibilities are linked to the Product Owner (PO) role. In contrast, in large-scale agile, one can find both Product Owners and product managers
who sometimes compete. Despite the widespread adoption of the product manager
role, the attention toward it in the agile academic community has been surprisingly
limited. In this multiple case study, we analyzed 17 interviews with 11 product
managers from four agile companies. We found that the PMs facilitated continuous product experimentation and innovation, supported the product teams, and
engaged in additional activities to achieve optimal product development. Our summary of the product management activities can guide product managers working
in agile companies.
are responsible for integrating technical, design, and business perspectives when
developing software products and product portfolios. In agile methods (e.g.,
Scrum), similar responsibilities are linked to the Product Owner (PO) role. In contrast, in large-scale agile, one can find both Product Owners and product managers
who sometimes compete. Despite the widespread adoption of the product manager
role, the attention toward it in the agile academic community has been surprisingly
limited. In this multiple case study, we analyzed 17 interviews with 11 product
managers from four agile companies. We found that the PMs facilitated continuous product experimentation and innovation, supported the product teams, and
engaged in additional activities to achieve optimal product development. Our summary of the product management activities can guide product managers working
in agile companies.
