Are you an executive who has recently adopted Scrum or another agile approach to product management and development? If so, Pragmatic Marketing's Stacey Weber has some important observations that will help you understand the roles and skills you'll need on your team. (See my concise description of Scrum first.) First, your product manager (often equated, unfortunately, with the product owner in Scrum) should focus on the problems to be solved, not features: How often have you already envisioned the solution before you’ve stated the problem? Begin with the problem-oriented requirement: “Every [frequency], [persona] has [problem] with [result].” Then work with a user interaction designer or business analyst to define the solution. and Take a look at your team’s backlog. Is it features? Or, even finer-grained tasks than that? A Product Manager’s primary responsibility is to know the market – to discover urgent, pervasive problems that people are willing to pay to have solved.