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Product Manager is a key role within Service portfolio management (Figure B.1). The role is responsible for managing services as a product over their entire lifecycle from concept to retirement through design, transition and operation. They are instrumental in the development of Service Strategy and its execution through the Service Lifecycle within a high-performing portfolio of services. Product Managers bring coordination and focus to the organization around the Service Catalogue, of which they maintain ownership. They work closely with Business Relationship Manager s (BRMs) who bring coordination and focus to the Customer Portfolio.
Figure B.1 Product Managers have a key role under Service Portfolio Management
Product Managers are recognized as the subject matter experts on Lines of Service (LOS) and the Service catalogue (Figure B.2). They understand Service Model s and their internal structure and dynamics to be able to drive changes and improvements effectively. They have a consolidated view of costs and risk s across LOS, just as BRMs maintain a similar view across customers and contract s.
Figure B.2 Product Managers and Lines of Service (LOS)
Product Managers evaluate new market opportunities, operating models, technologies and the emerging needs of customers. They follow variety-based positions and seek new sources of demand for items in the Service Catalogue. They negotiate internal agreement s with BRMs, who represent the underserved and unserved needs of customers. When solutions are not found in the Catalogue or Pipeline, Product Managers and BRMs work together on making a business case for new service development (NSD). They involve the Sourcing Management function when there is a need to integrate third-party services and other service components for a new or existing service. They hold a position within the Sourcing Organization. This requires Product Managers to be adept in integration project s and in holding internal and external supplier s accountable via formal agreements.
Product Managers provide leadership on the development of business cases, LOS strategy, new service deployment and Service Lifecycle management schedules. They perform financial analysis in collaboration with Service Design, Service Operation and Financial Management. This requires them to be good in negotiation, managing conflict and achieving consensus in order to achieve the organization’s strategic positions and financial objective s.
They bring the marketing mindset necessary for an outcome -based definition of services and effectiveness in value creation. They are able to manage conflict and constraints. They balance change and innovation in the Service Pipeline with stability, dependability and financial performance of the Service Catalogue. Product Managers are able to communicate LOS strategies effectively to senior leadership, develop partnerships with other groups within the organization and outside supplier s in order to satisfy customer needs. They must be able to plan new service development programme s in response to new market opportunities, assess the impact of new technologies, and guide the creation of innovative solutions. They market the development and implementation of services that incorporate new technologies or system development. This requires extensive cross-organization communications.
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| B1.7 Applications | | | B2.2 Critical knowledge, skills and experience |