# PM Ownership > Distilled from [[Things a PM owns]] ## When to use Activate when clarifying PM scope, onboarding new PMs, or establishing what documents and activities a PM is responsible for. ## Core principle PMs capture ideas and turn them into results. This requires writing docs that synthesize work, align the team, and connect with users and customers. ## Standard doc structure Every PM document should include: 1. **Objective** — what are we trying to achieve 2. **Risks** — what could go wrong 3. **FAQ** — open questions with answers as they emerge 4. **Status & Meeting Notes** — running record of decisions ## Product requirements / launch docs Avoid traditional PRDs as single-source-of-truth documents — they get cluttered and unmanageable. Instead, use Ash Maurya's Lean Stack model: - **Vision** — succinct statement of why the product should exist - **Product** — problem, solution, key metrics, cost structures - **Market** — landscape with customers and competitors, unfair advantage, channels, revenue - **Unique value proposition** - **Plan/timeline** — milestones that start learning with live users ASAP - **Risks & mitigation** Doc structure: (1) TLDR/Executive Summary, (2) Approval/LGTM table, (3) Go-To-Market, (4) Appendix with people and references. ## 1:1s and team check-ins Use the 5P structure: 1. **People** — always start here. Sets the tone that people are the priority. 2. **Pipeline** (customers) 3. **Product** 4. **Partners** 5. **Planning** ## Pro forma P&L Maintain a simple P&L even for internal products. Account for revenue and costs to answer: what is your team's marginal contribution to the overall business? ## Actions - When a PM says "I wrote a PRD," ask: does it follow the Lean Stack model? Does it have a clear vision, risks, and plan? - When onboarding a PM, walk through these ownership areas to set expectations. - Ensure every recurring meeting has a standing structure (5P for 1:1s).