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Exploring IT Roles: What is a product manager?

IT product managers have the unenviable job of keeping all stakeholders happy while also delivering their product on time. Understanding coding can be essential for their skill set. Jaimie Stevens explains why.
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WorkingNation’s Jaimie Stevens.

I started researching what product managers do because I have, coincidentally, gone out with three product managers who had extensive coding experience. I wondered what part of their job required this skill.

As it turns out, having coding experience isn’t necessarily a requirement of being a product manager, it just complements it. I realized that knowing more about the position and sharing what I learned could contribute to this series.

So, without further ado, I am introducing you to a new segment of my “Starting Out in Tech” series—one where I explore IT roles so you can better understand where your background in coding can take you.

What is a product manager?

The role of a product manager can be hard to define because it can vary from company to company. The simplest explanation is that product managers are responsible for guiding the success of a product and leading the team that is responsible for improving it.

The product manager defines the why, when and what of a product that the engineering team builds. They take a product from conception to launch and are responsible for strategy, release, ideation, and features.

According to Glassdoor, product managers make an average of $108,978 a year, with the low being $74,000 and the high $150,000.

What does the job entail?

Being a product manager involves a lot of research about the market, the customer and the problem that they’re having that the product is trying to solve. This includes collecting feedback from clients, web analytics, quantitative data, market trends, and statistics. Product managers are the go-to people for understanding their product’s market, competition, customer base, and prospects.

The product manager puts together the primary tool to accomplish these goals—the product roadmap. Roadmaps demonstrate prioritization while balancing the needs of customers and stakeholders. Product managers use the roadmap to explain to stakeholders if something they want undermines the overall objective through evidence-based explanations in the product manager’s style of communication.

The job also involves working with the engineers behind the product to keep them on schedule and understanding the roadblocks preventing them from accomplishing what is needed.

The secret to being a good product manager is the ability to pick things up quickly. The skills required for a great product manager are design, marketing, engineering, communication, and general business.

Where does coding come into play?

It is harder to promote a product if you don’t understand how it is made.

Part of a product manager’s responsibility is to spend time with the development team to understand what the developers are talking about, synthesize their concepts and come up with a plan on how to bring a product to launch.

Part of a product manager’s job is collecting research, and they need to know where it originates. The best way to obtain reliable data is through having an understanding of how to use what tools are available to help facilitate that.

If a product manager knows how to collect and present data, experiment and demonstrate ideas through a prototype while speaking the language of the developers, they will be more valuable to their team and the development process.

What kind of background does becoming a product manager require?

Companies hire project managers from different backgrounds—some come from engineering and MBA paths while others have engineering backgrounds and no business degree. Some employers hire designers who are creative thinkers, while others look for people who have an understanding of the overall customer experience.

Typically, the minimum education level to be a project manager is a bachelor’s degree. This can be in business or a related field. College majors such as communications, marketing, economics, public relations, statistics, advertising, and management are common.

Sometimes, companies require a degree that’s affiliated with their industry, for example, education, agriculture or technology.

How can I get a product manager role if I have no technical skills right now?

One place to start when working towards a product manager position is in a job where you can get some customer interaction, like an entry-level job in sales or tech support.

This entails learning soft skills like communication and problem-solving while on the job. This pathway allows you to earn money and gain new skills while still developing your tech abilities on the side.

You can work your way toward a developer role first before moving on to a project manager position. Another plus to becoming a developer, you can work your way up without a degree in computer science or MBA. Obtaining certifications can be a more affordable and speedier path to this job.

RELATED STORY: Cracking the Code: IT-Ready opens the tech industry door

There are a number of ways to develop your coding skills on the side while working as a developer. Check out my previous articles on finding the right bootcamp for you, taking on side projects alongside your day job, and strengthening your skills on your own time.

Schools such as Product School, General Assembly, and UpGrad have recommended product management programs, but I encourage you to do further research before making a decision.

It’s a good idea to pursue programs focused on product management, which emphasize the importance of understanding the challenges of coding as opposed to the nitty-gritty of it.  Initially, you shouldn’t be overwhelmed with the intricate details of coding as a product manager, but you should understand the important concepts.

Learning Javascript is highly recommended for product managers, and it can come as a package deal with learning HTML. These will give you a better understanding of how client to server code works.

Learning SQL helps as well because it gives you a better understanding of the integrity of the data that you are collecting.

Based on what I’ve read, Python, Ruby and PHP could help too, but a lot of the time, the code language depends on the company and the product.

RELATED STORY: Why you should learn Python first

Understanding API’s is becoming increasingly more important for product managers. And no, an API is not a kind of beer. You can find out what out what an API is here and why it’s essential for product managers here.

What is important to keep in mind when starting out in product management?

As a beginner in coding, it can be exciting to want to share what skills you are learning. Eager product managers might want to try and advise the engineers on their coding. Don’t do that.

Project managers see the deadlines and business pressure up ahead and it’s part of their job to challenge the engineers in that regard. But it’s very important for the product manager to keep the challenges of the engineer in mind as well. That is where a project manager’s communication skills and tech understanding can have the most impact.

If project managers want the respect of the engineers, they have to understand the limitations of software development. It’s a team sport, and project managers are counted upon as leaders to know and explain problems and solutions clearly to all stakeholders.

If a project manager doesn’t have the solution for a development issue a good answer they can respond with is: “We don’t have the answer for this yet, but we do know that X happened and logically it happened because of X, Y and Z. These are our next steps to solving it.”

This is where a project manager’s data collection and communication skills come in handy. Understanding coding can be a part of getting to an honest, acceptable answer.

Man, if I had understood how much these product managers I went out with were dealing with, I would have bought their drinks!

This article is part of WorkingNation Associate Producer Jaimie Stevens’ “Starting Out in Tech” series where she shares her insight into becoming a computer programmer. Catch up on her previous articles here.

Join the Conversation: Share your thoughts on the latest Starting Out in Tech column on our Facebook page.

Dana Beth Ardi

Executive Committee

Dana Beth Ardi, PhD, Executive Committee, is a thought leader and expert in the fields of executive search, talent management, organizational design, assessment, leadership and coaching. As an innovator in the human capital movement, Ardi creates enhanced value in companies by matching the most sought after talent with the best opportunities. Ardi coaches boards and investors on the art and science of building high caliber management teams. She provides them with the necessary skills to seek out and attract top-level management, to design the ideal organizational architectures and to deploy people against strategy. Ardi unearths the way a business works and the most effective way for people to work in them.

Ardi is an experienced business executive and senior consultant who leverages business organizational transformation through talent strategies. She uses her knowledge and experience to develop talent strategies to enhance revenue and profit contributions. She has a deep expertise in change management and organizational effectiveness and has designed and built high performance cultures. Ardi has significant experience in mergers, acquisitions, divestitures, IPO’s and turnarounds.

Ardi is an expert on the multi-generational workforce. She understands the four intersecting generations of workers coming together in contemporary companies, each with their own mindsets, leadership and communications styles, values and motivations. Ardi is sought after to assist companies manage and thrive by bringing the generations together. Her book, Fall of the Alphas: How Beta Leaders Win Through Connection, Collaboration and Influence, will be published by St. Martin’s Press. The book reflects Ardi’s deep expertise in understanding organizations and our changing society. It focuses on building a winning culture, how companies must grow and evolve, and how talent influences and shapes communities of work. This is what she has coined “Corporate Anthropology.” It is a playbook on how modern companies must meet challenges – culturally, globally, digitally, across genders and generations.

Ardi is currently the Managing Director and Founder of Corporate Anthropology Advisors, LLC, a consulting company that provides human capital advisory and innovative solutions to companies building value through people. Corporate Anthropology works with organizations, their cultures, the way they grow and develop, and the people who are responsible for forming their communities of work.

Prior to her position at Corporate Anthropology Advisors, Ardi served as a Partner/Managing Director at the private equity firms CCMP Capital and JPMorgan Partners. She was a partner at Flatiron Partners, a venture capital firm working with early state companies where she pioneered the human capital role within an investment portfolio.

Ardi holds a BS from the State University of New York at Buffalo as well as a Masters degree and PhD from Boston College. She started her career as professor at the Graduate Center at Fordham University in New York.