1. Product management is a complex and demanding discipline that is not easy to master. It takes time and effort to become a competent product manager or product owner.
2. After all, the key role of a PM is to synthesize feedback and requests from customers and translate into a product plan, priorities, and timeline that can be used by the development team.
3. Developers don't want to feel like construction workers and the marketing team doesn't want to feel like lead-gen robots. The key is for everyone to have some input (very quickly and often) and then execute against an agreed-upon plan.
4. If you have to pick one of your two choices (CTO or VP of Marketing) it should be VP of marketing. You don't want to end up with cool technology that nobody wants.
5. Since consumer products rely more on input from the public at large, marketing usually has a better grasp on that than engineering since it is their jobs to know customer sentiment at any given time. Engineering's job should be to build the application based on the specifications of the product manager, not the other way around.
6.
1. have a vision of what he or she wishes to build, and convey that vision to the scrum team.
2.
References:
http://www.romanpichler.com/blog/romans-product-management-framework/
http://web.stanford.edu/class/e140/e140a/handouts/ProductMgmt.txt
https://www.mountaingoatsoftware.com/agile/scrum/product-owner
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