When I started out in Product Management, the role, in general, was considered to be a bit more stakeholder-focussed project manager. It was all about facilitating requirements and keeping the (mostly outsourced) ‘IT department’ busy for a low daily rate.
The main success criteria to measure Product Managers again back then was basically to ship a particular feature (mostly determined by a HiPPO) in a given time and extremely budget. How essential or even reasonable a feature was, leave alone measuring the impact it may generate, were seen as unimportant factors.
Thanks to the influence and popularity of product-centric companies like Facebook, LinkedIn, Airbnb or XING, this perspective is now dismissed from modern product development.
Instead, Product Managers are empowered to truly take responsibility for that they were building in strong collaboration with design and development teams.
Comparing the guidance provided to Product Managers for moving forward with the “time-quality-budget“ approach, it’s now more something like:
Build the right feature for proven user needs with the leanest approach to generate a significant impact which is in line with pre-defined KPIs.
This lens of looking at the success of a product manager is not only important for individual people managers but also the product manager herself.
Don’t get caught up in “time-quality-budget” madness when it comes to reflecting your performance. Take a smarter approach looking at your work.