For such a vital and pivotal position within many companies, the product manager’s job description is often not well defined. Product manager responsibilities often vary from company to company.

The role and influence each product manager has depends on many dynamics—the size of the company, the type of company, the type of product, and the stage of the product.

Case in point: The three statements below come from three very different (and real) product manager job descriptions.

Job Descriptions of Product Manager Responsibilities:

  1. Has responsibilities to manage from concept, to design, sample production, testing, forecast, cost, mass production, promotion, support, and finally product end of life.
  2. Delivers the operating plan: the achievement of growth objectives including market share, revenue, profit and return on investment for all the channels/categories of business and/or key customers.
  3. Responsible for managing and implementing marketing activities through research, strategic planning and implementation.

Quite different, aren’t they? Whether we look at three or ten job descriptions, you can see that each product management role is varied and unique. What this underscores is that many businesses have vastly different views about what a product manager does, and where their ultimate responsibility begins and ends.

So, what are the key responsibilities of a product manager? And how can you use the role most effectively to usher successful products into the world?

Read From Product Manager to Product Leader ➜

The Key Role of Product Managers: A Working Definition

In most cases, your core role as a product manager will be two-fold:

  1. To set the long-term vision and strategy for your company’s products.
  2. To communicate this strategy to all of the relevant participants and stakeholders.

Typically, the primary tool you will use to accomplish your key roles — product strategist and communicator — will be a product roadmap, which is a strategic, high-level document that conveys the “why” behind the products you’re building.

How Successful Product Managers Create Product Roadmaps

As a product manager, it is important to understand that you are a central hub within your company for a lot of critical information about your products, market, competitors, customers, prospects, key industry analysts, and many other constituencies.

To succeed, you will need to continually gather and analyze data and business intelligence from all of these sources (as well as your internal sources like sales and customer service) — and use this data to inform the creation of your product roadmaps.

Given that you will need to interact with a broad range of stakeholders and departments to ensure your products’ success, and that you will need to translate the input and data you gather to build a case for many decisions you present in your roadmap, there are several key skills you’ll need to bring to your role as a product manager. These skills include:

1. Be transparent about your prioritization and roadmap process

Remember, much of your role as a product manager will be explaining “why” to various stakeholders and constituents — why you are prioritizing one feature or theme over another in a release; why you’ve chosen to focus more on one particular goal for the next two quarters versus another goal.

The best way to get the relevant constituencies — sales, marketing, engineering, your executives — on board with your strategic thinking is to be clear and open with them about why and how you are making decisions.

2. Be able to say “no,” but explain why in terms that stakeholders understand

There will be plenty of times when an executive will ask for a new feature his gut tells him will be great… when an engineer will suggest tabling the development of a feature set to save time on the next sprint… and when a sales rep will ask (even beg) you to add a specific tool to the next release because a prospect has promised to buy if it’s included.

But if those requests will undermine your strategic objectives for the product, you will often have to say no. The key will be in your ability to articulate why (that all-important word in a successful product manager’s vocabulary) you cannot accommodate the request. Again, the more strategic and backed by evidence you can make your roadmap, the more likely your constituents are to understand when you need to say no.

3. Be a ruthless prioritizer while balancing the needs of customers and stakeholders

Regardless of your company’s size or budget, you will always face limited resources for your product development. That means you will always need to prioritize, and continually weigh the competing factors of your objectives for your products, your company’s limited resources, and demands from various stakeholders.

If you’re not sure how to set priorities or how to weigh various factors in developing your roadmap, there are several great models that can help you get started — such as weighted scoring and the Kano model.

For a detailed explanation of these and other proven models, you can use to prioritize your roadmap in an environment of limited resources, download ProductPlan’s free book: Product Roadmaps: Your Guide to Planning and Selling Your Strategy.

4. Bring evidence-based decision-making to your communication

As I’ve stated previously, one key trait of successful product managers is their ability to answer “why” to the many questions they must field from stakeholders throughout their organizations. One of the most effective ways to answer why is with evidence. It’s much more compelling than your opinion — or anyone else’s.

If you have real-world user data, customer feedback, and metrics on your product then you already have an excellent source of business intelligence to inform how best to build your product roadmap. Let your own analytics help guide your decisions.

If you don’t have real-world user data on your products yet, don’t worry. There are plenty of other ways to gather useful intelligence about your product, customers and market. Ask your customers directly. Study your competitors’ products. Read online communities or comments on your company’s blog where your prospects or customers are discussing your products or your competitors’ products. Study research reports from the analysts who cover your industry.

When an executive or sales rep asks why you’ve selected one direction over another for the next iteration of your product, your ability to present a compelling explanation backed by real data will go a long way toward earning their buy-in.
Download a Day in a Product Manager's Life➜
Because you play a central role in your organization — always gathering valuable intelligence from various stakeholders, customers, and your market — you are in a unique position to define the success of your product. Your role as the product’s strategist and evangelist will be central to your success and the success of your products.

Ready to put these skills into practice? Register for Our Roadmapping Email Course

Post Comments


  • Serkan Emre
    February 21, 2017 at 10:19 pm

    Thanks for your great article !

  • Thanga
    April 4, 2017 at 1:41 pm

    Interesting and very true!

  • Anonymous
    September 13, 2017 at 2:29 am

    great article! 🙂

  • Anonymous
    October 24, 2017 at 10:06 am

    excellent article!

  • Anonymous
    November 2, 2017 at 9:33 pm

    It’s a nice article.

  • Goody
    November 17, 2017 at 10:09 am

    So lovely…too short.

    Many thanks

  • Jaspuneet Singh Sabharwal
    January 12, 2018 at 11:37 am

    Great article. Thanks for sharing this valuable information

  • Anonymous
    January 28, 2018 at 9:41 pm

    A+. Thanks

  • Anonymous
    February 24, 2018 at 1:23 am

    Very well explained in short.

  • Andrew
    February 25, 2018 at 12:42 am

    Very insightful, thanks Maddy

  • Taranjit Ghai
    March 14, 2018 at 11:17 am

    Neatly presented, well said. Crisp and clear

  • Tyler Wolf
    April 2, 2018 at 7:19 am

    This is a great high-level breakdown of a PM’s overarching responsibilities. Well done.

  • Abhijit
    April 2, 2018 at 9:17 pm

    Very nicely put. Thank you.

  • Anonymous
    April 16, 2018 at 11:56 pm

    Thanks for the information

  • Suruli
    May 22, 2018 at 1:59 am

    Nice Article, Well written. We can add even more value to the organisation than the above mentioned points

  • Suraj Pardeshi
    July 7, 2018 at 11:26 pm

    Yup. Good insights chief. Helped me get back to my basics after been thrashed by a lot of inputs from sales. Would have been an additional help should the points also include requirements Priortizing in start-ups. Where most of the decisions are driven by the probability of revenue model success rate. And stakeholders push for customization forced by sales rather than product quality and user acceptance as a generic feature.

  • Hari
    July 11, 2018 at 10:58 pm

    V useful

  • Sof
    August 24, 2018 at 8:45 am

    Very helpful!
    Many thanks

  • Anonymous
    October 12, 2018 at 6:02 am

    Very Helpful. Thanks a lot for the insightful information.

  • Anonymous
    November 15, 2018 at 9:43 pm

    Great article- thank you

  • Conleth
    January 18, 2019 at 3:02 am

    Very good article, well written and succinct.

  • Anonymous
    March 6, 2019 at 6:17 am

    thanks very helpful

  • Anonymous
    March 12, 2019 at 9:00 am

    crisp, precise and very informative.

  • Kai Hellastrom
    June 26, 2019 at 1:26 pm

    I find stakeholder management is the most important part of the role. I’m the conduit between so many different teams, what they think they want and also the voice of the customer. You need to realistic and balance everyone’s needs. It’s not ideal to add in a specific feature just to please a single customer but what if that opens the door to a potentially bigger deal and more investment. You have consider the wider picture.

  • Jim
    February 20, 2020 at 2:09 pm

    I disagree from the get-go:

    “In most cases, your core role as a product manager will be two-fold:

    To set the long-term vision and strategy for your company’s products.
    To communicate this strategy to all of the relevant participants and stakeholders.”

    It’s Product MANAGER and not Product Strategist or business head. The Product Managers should be focused on translation of business requirements into product requirements and DELIVERY of product.

    Too many Product Managers think they drive the strategy, which should be done by the business owners and/or product strategists.

Leave a Comment

Your email address will not be published.