What you are building, why, how you price it, how you speak to the market about it, how you position yourself in your category, how you partner with others to provide a better solution (either services companies to provide a turn-key solution or other software companies), how should you should allocate your engineering resources to best increase revenue, etc. And these questions touch almost every department in the company, so they have to be great communicators.
Just a few areas I routinely see bad PM's skip:
- Sales / Partner Enablement (awesome, you built something, but it doesn't matter if the field does't understand it or can explain it and its value)
- Market research / segmentation (are you building the right stuff for what you are targeting?)
- Creating new products / SKUs for opportunities within your existing target market/segments (growth)
- Identifying new/adjacent categories to develop products for (growth)
- Balancing building for today's customers vs building to get new customers
- Pricing/packaging (I'm not talking about physical product packaging)
- Build / buy / partner analysis
The Pragmatic Management Framework is a nice framework really shows the breadth of what a PM should be doing: