The document summarizes a presentation given by Hector Del Castillo at the NIH PM Community Meeting in Bethesda, MD on January 8, 2013. The presentation covered an overview of the Association of International Product Marketing and Management (AIPMM), which provides certifications, content, connections and community for product management professionals. It discussed the value the organization provides to members and highlighted some key responsibilities and challenges for both project managers and product managers.
Contact me for any of the following:Obtain information about upcoming certification courses in your area.Let me know how I can help your business grow by defining and implementing the right product strategy.Obtain the answer worksheet.Obtain copies of these slides.
With members in 65 countries, the AIPMM is the worldwide certifying body of product team professionals. The only organization that addresses the entire product lifecycle (inception to obsolescence) throughout any industryPresently has offerings in North America, Europe, Middle East, Australia and Southeast Asia. Membership benefits include eligibility for the Certification Programs, discounts to AIPMM conferences, and access to the Career Center, peer Forums, tools, templates and publications.
AIPMM offers globally recognized certifications for product managers, product marketing managers and brand managers.Certified Product Manager (CPM), Certified Product Marketing Management (CPMM) and Agile Certified Product Manager (ACPM). Certification requires obtaining a college degree, minimum one year of experience, and passing a certification examination.
IntroductionAre you currently looking for a new job? Are you a contractor or consultant in between engagements? This presentation is for current job seekers, independent contractors and independent consultants. It is for those of you who are looking for new job, contract, or consulting opportunities. It is also for those of you who are frustrated in your current job.I’ll discuss how to accelerate your job search using LinkedIn, Twitter and other social media.
Recommended Reading:Harvard Business Review April 2004The Ambidextrous Organizationby Charles A. O’Reilly III and Michael L. TushmanThe Roman god Janus had two sets of eyes—one pair focusing on what lay behind, the other on what lay ahead. General managers and corporate executives should be able to relate. They, too, must constantly look backward, attending to the products and processes of the past, while also gazing forward, preparing for the innovations that will define the future.
In their March 19, 2012 issue, FORTUNE magazine named the 50 most admired companies overall. FORTUNE's survey asked businesspeople to vote for the most innovative companies, from any industry.Results showed that each of the top 10 most innovative companies are ranked #1 or #2 within their own respective industrial segments.The Kellogg study concludes that high-performance firms have a clearly-defined process for product launch, escalations, and need identification.
Project Management is an organizational function within a company dealing with planning, organizing, securing and managing resourcesthroughout all stages of a project. It applies processes and knowledge over time. It also aligns cross-functional teams to complete projects on time and under budget.
Product Management is the organizational function within a company dealing with the thoughtful and proactive management of a product or group of products (product portfolio) throughout all stages of the product lifecycle. It is process that aligns internal cross-functional teams for conceiving, planning, developing, testing, launching, selling, and withdrawing products in the market.
Inception – Gather ideas. Gathering market information about industry, market segments, value and supply chain.Incubation – Capture insights.Introduction – Validation, Verification, & ConfirmationIntegrate to the product management & marketing process.
Here we show AIPMM’s Product Management Framework. It depicts the typical phases for products throughout their life cycle from cradle to grave.
Inception – Gather ideas. Gathering market information about industry, market segments, value and supply chain.Incubation – Capture insights.Introduction – Validation, Verification, & ConfirmationIntegrate to the product management & marketing process.
Here we show AIPMM’s Product Management Framework. It depicts the typical phases for products throughout their life cycle from cradle to grave.
Here we show AIPMM’s Product Management Framework. It depicts the typical phases for products throughout their life cycle from cradle to grave.
Here we show AIPMM’s Product Management Framework. It depicts the typical phases for products throughout their life cycle from cradle to grave.
Here we show AIPMM’s Product Management Framework. It depicts the typical phases for products throughout their life cycle from cradle to grave.
Here we show AIPMM’s Product Management Framework. It depicts the typical phases for products throughout their life cycle from cradle to grave.
Thevalue chain framework is a powerful analysis tool for strategic planning. This concept was first described and popularized by Michael Porter in 1985.This states that well-designed activities within an organization add more value than cost. e.g., adding a protective coating to a car’s exteriorThe value chain of an organization is the series of departments which carry out value-creating activities to design, produce, market, deliver, and sustain an organization’s products. The value chain categorizes the value-addingactivities within an organization into primary and support activities. The primary activities (those performed for each unit of output) are inbound logistics (purchasing, inventory holding, and materials handling), production, outbound logistics (warehousing and distribution), sales and marketing, and customer service. In addition to the primary activities is a set of support activities. These include finance, accounting, information systems, legal services, research, design and development, and human resources. Support activities occur on a continual or as needed basis, related to the scale, but not the pace of primary activities. A simple means of distinguishing between the classes of activities is to partition them into tasks that enter intocosts of goods sold (primary activities) versus everything else (support activities). When properly combined, these activities provide more value than the sum of the parts.e.g., assembling, testing and pre-configuring a PCProducts pass through all activities of the chain in order, and at each activity the products gain some value. The chain of activities gives the products more added value than the sum of the independent activity's value.Product Managers design and combinethese activitiesfor an organization and often in conjunction with other organizationsto create value for which the customer is willing to pay.
Contact me for any of the following:Obtain information about upcoming certification courses in your area.Let me know how I can help your business grow by defining and implementing the right product strategy.Obtain the answer worksheet.Obtain copies of these slides.