PM is not the CEO of the Product. But it doesn't stop there.
She should not even dictate WHAT needs to be built.
Let me explain. In most companies, it goes like this: 🧵
#productmanagement #prodmgmt
She should not even dictate WHAT needs to be built.
Let me explain. In most companies, it goes like this: 🧵
#productmanagement #prodmgmt
1. Stakeholders decide on the high-level roadmap
2. PM refines the details and creates User Stories ("WHAT")
3. Work is waterfalled to the DEVs, who only decide "HOW"
4. Designer tries to make it prettier. It's like lipsticking a pig
2. PM refines the details and creates User Stories ("WHAT")
3. Work is waterfalled to the DEVs, who only decide "HOW"
4. Designer tries to make it prettier. It's like lipsticking a pig
You know what I think? Waterfall and stage gates. Even if you use an Agile framework, don't lie to yourself. That's a project mindset.
How to clean up this mess?
How to clean up this mess?
1. Company defines goals (e.g., OKRs)
It's essential to realize that OKRs are not a list of tasks. Their goal is to create focus on what's not urgent yet critical for the business's long-term growth. Select only one OKR for every team. You can sequence them if needed.
It's essential to realize that OKRs are not a list of tasks. Their goal is to create focus on what's not urgent yet critical for the business's long-term growth. Select only one OKR for every team. You can sequence them if needed.
In addition, ask the team to define Key Results. This helps build a stronger commitment and sense of ownership and results in better decisions.
Recommended book: Radical Focus by @cwodtke
amzn.to/3MVINVE
Recommended book: Radical Focus by @cwodtke
amzn.to/3MVINVE
2. The Product Trio performs Product Discovery
Learning by delivering is expensive. According to @cagan, at least half of your ideas are simply not going to work. We need Product Discovery, which answers the question "WHAT to build."
Learning by delivering is expensive. According to @cagan, at least half of your ideas are simply not going to work. We need Product Discovery, which answers the question "WHAT to build."
Instead of building silos with stage gates, embrace a collaborative approach. PM, Designer, and at least one Engineer work together to identify opportunities related to the goal, ideate solutions, and test assumptions. Product Discovery results in a validated Product Backlog.
Tips:
- It's a Designer's job, not the Product Manager's, to create user prototypes. She is the expert responsible for Usability.
- The best ideas often come from Engineers. They are the experts who know technology by heart and can tell WHAT's possible.
- It's a Designer's job, not the Product Manager's, to create user prototypes. She is the expert responsible for Usability.
- The best ideas often come from Engineers. They are the experts who know technology by heart and can tell WHAT's possible.
Recommended books:
- Inspired by @cagan: tinyurl.com/2p9zhacp
- Continuous Discovery Habits by @ttorres:
tinyurl.com/5a5nh3yb
- Inspired by @cagan: tinyurl.com/2p9zhacp
- Continuous Discovery Habits by @ttorres:
tinyurl.com/5a5nh3yb
3. Deliver in iterations
While the goal of Product Discovery is to answer the question "WHAT to build," the purpose of Product Delivery is to build it. Those streams should run in parallel.
While the goal of Product Discovery is to answer the question "WHAT to build," the purpose of Product Delivery is to build it. Those streams should run in parallel.
Recommended articles:
- "Dual Track Development is not Duel Track" by @jeffpatton
jpattonassociates.com/dual-track-dev…
- "Dual-Track Agile" by @cagan:
svpg.com/dual-track-agi…
- "Dual Track Development is not Duel Track" by @jeffpatton
jpattonassociates.com/dual-track-dev…
- "Dual-Track Agile" by @cagan:
svpg.com/dual-track-agi…
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