Scott McCarty

Many people with a long career in engineering, including me, have had misconceptions about sales and marketing. As an engineering community, we've viewed it as things like ordering swag, naming things, running ad campaigns, and creating white papers. There's a joke in the marketing community about how engineers are always willing to provide their "opinions" on marketing decisions without fully comprehending the discipline, but marketers rarely—like never—make suggestions on code improvements. To work together, engineers and marketers must share a common definition.

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The OSD gives a clear definition of what open source software is, but doesn't provide much insight into how the adoption of open source affects a company's ability to build and deliver products or services that people want and need. Stated another way, there's still tremendous debate about the best ways to build a business based on open source. In this first of a multi-part series, I will lay the groundwork for understanding what products are, what product managers do, and how open source can be considered a supply chain. In future articles, I will go deeper into each of these topics, but I'll start by dissecting some common, but fundamentally confusing vocabulary.

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Product managers and product marketing managers are the two most common product management roles, but product management can be further split into any number of roles, including competitive analysis, business strategy, sales enablement, revenue growth, content creation, sales tools, and more. With a very large product, even the product management role may be broken up into separate roles. You may even hear titles like technical marketing manager, product evangelist, and business owner, not to mention people-management roles for groups of individual contributor roles. For the purpose of this article, I refer to all of these roles collectively as "product management."

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