As Product Managers, we’re often involved in making decisions and driving others to decisions that need to be made — sometimes dragging them kicking and screaming toward the future. And in doing so, there’s often an undercurrent of “reaching consensus” that runs through discussions and permeates meetings comprised of varying people with a wide breadth of interests and agendas. But the simple fact is this: consensus is, more often than not, a means by which the great is sacrificed at the altar of groupthink. Great ideas are rarely consensus-driven ideas; they challenge too much of the status quo to be something that everyone can agree on. Let’s explore some of the ways that consensus-driven decisions suck…
PM 101 – Working With Service Teams
It’s been awhile since I’ve posted one of my “PM 101” articles, so I figured with 2017 just kicking off now is as good a time as ever! Past articles have focused on marketing, sales, and design teams, but this time I want to focus on service teams. These types of teams are your integration specialists, your technical sales people who come in after a deal has closed to help clients onboard, or even your own internal team that uses your product on behalf of your customers. No matter where exactly they sit in your organization, service teams can be a prime source of information and validation for any Product Manager.
The Challenges of Predicting Future Behavior
One of the ongoing challenges that we face as Product Managers is that we’re primarily charged with predicting customer and user behavior. We’re constantly asked to come up with new ideas, new features, and new designs that we “know” will delight our users, or at the very least satisfy them. But the fact is, predicting human behavior is incredibly difficult — there are many thousands of people who have spent hundreds of years trying to figure out why people do what they do (they’re called psychologists, sociologists, and anthropologists), and we’re still making educated guesses at best. So, what are some of the challenges that we face?
Five New Resolutions for PMs in 2017
A couple years ago, shortly after I launched the blog, I posted my first New Year’s Resolutions for Product Managers, which was a big hit. Somehow it slipped my mind to update it for 2016, but here I am with an update as we roll into the new year…one as full of uncertainties as it is full of opportunities! Without further ado, here are five new resolutions for Product Managers moving into 2017…
INVEST in Your User Stories!
I’ve touched on User Stories on several occasions, my favorite being Why Your User Stories Suck! Today I’m here to share with you a very common, yet very commonly overlooked, way to check each and every User Story on your backlog to see whether or not it’s really “ready” for your Dev teams. One of the most frequent causes of delays and slowdowns in most Agile implementations that I’ve seen comes from a lack of balance in the User Stories that the team is being given to deliver — stories that are too big, or which are dictates, or which just exist on the backlog because “someone asked for it”. What we need to do as Product Managers is to occasionally take a close look at each of our backlog items and make sure that they meet the INVEST criteria — Independent, Negotiable, Valuable, Estimable, Small, and Testable. If we do this simple gut-check on a regular basis, we’re far more likely to see our teams succeed and to reduce the amount of time wasted in long, drawn-out planning sessions.
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