Abstraction

Some folks think that an engineering background is a requirement for product management. I agree that technical acumen is important. But a specific degree? Experience as a developer? Nah.

Given two equally smart people, it isn’t true that the one with the MS is automatically the better product manager than the one with the MA. For one thing, and this doesn’t color my opinion at all, I don’t have an engineering background. I have a masters in Journalism and my first career was as a comedian (now retired, and no longer funny).

The notion that an engineering background is the best foundation for product management has two drivers. First, it seems to provide proof of technical chops. I suppose this is true. Thing is, though, all software efforts are unique. A background developing a software product isn’t necessarily relevant to the management of a different product. I’m more interested in experience successfully managing products that depend on different technologies than a background writing code.

Second, there’s the notion that an engineer will be more successful working with the developers that will ultimately build the product. I dunno. Claiming that a person will be more successful brokering relationships by dint of an engineering background seems a stretch to me. Besides, a product manager has to successfully form relationships with many different stakeholders. It’s not enough to be “respected” by engineering. You also have to work well with the sales organization, the marketing organization, the operations folks, and, most of all, the customer.

To me, there’s no specific background or degree that’s better or worse for a product manager. What matters is intelligence (both academic and emotional are equally important). Proven technical acumen — not a degree, but a demonstrated record of successful management of software products. A strong, palpable passion for creating products — show me a person that talks with excitement and passion about previous projects. Communications acumen — an ability to speak well in front of others, to effectively present, and to write well. Demonstrated leadership — I’m leery of candidates that break out the old saw about how the most difficult part of product management it is to “be responsible for the behavior of people over which you have no authority.”

To boil it down: hire people that are smarter than you, and that aren’t assholes.