Working with some colleagues recently I was asked “Why aren’t we doing all the things to really be [desired state], we should pause and think about how we really want to restructure the company and the way we build software to do it right.”
My colleague has a great instinct and she isn’t wrong in seeing the gaps that we have in the product and how we produce software. But I think that its important to apply systems thinking to solving these problems. That requires us to understand where we can apply leverage to change the balancing feedback loops that are enabling and constraining our products.
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I’m in the midst of reading Thinking in Systems: A Primer(affiliate link) to my list of recommended reads for Product Managers. It is one of those books like Principals of Product Development Flowthat show you why things work at a deeper systemic level that you’ve just been emersed in. It’s a book that points out the water for the fishes. I had a moment of illumination when reading her description of the reinforcing and balancing feedback loops that drive physical systems....
Jeff Gothelf has a great post that brings together Product Managemet and my preferred philosophy, Stoicism.
Understanding our customers’ users is key to building products they’ll both love. Measuring your success based on your customers’ behavior is the only way for you to know for sure whether or not you’re delivering value and solving a real problem for them. Any user behaviors that are one step removed from your direct influence pose a risk to your key results....
I’ve been enjoying the fediverse and mastodon as I’ve left Twitter for reasons. But one thing that I’ve been exceptionally interested in has been watching multiple newcomers attempt to build offerings on top of the activitypub protocol, then fail dramatically when they realize that while what they have built might be useful for some use cases that it runs into an incredibly hard wall of fediverse culture.
I’m not speaking hypothetically....
Two years ago my wife bought me a class to make a bonsai. I made a tiny tree in a small pot. It was generous to call it a Bonsai and most practitioners would look upon it with a sense of “that’s cute”. Since then, I’ve managed to keep that tree alive and now have a collection of trees that I’m slowly turning into Bonsai. Along the way I’ve learned a lot about horticulture and art, and maybe some things that make me a better product manager along the way....
I’ve spent a lot of time as a platform product manager. At Splunk I managed the app certification platform that Splunkbase and Cloud relied on. Later I helped build the platform services for Splunk Cloud Services from the ground up. At Tanium I managed the Tanium Data Service which served as a common data layer for all of our modules.
Being the PM for a deeply technical platform team can be really hard....
One of the best leaders I ever worked with was my first XO at 1-14th Cavalry David Polizzotti. One day while we were deployed to Afghanistan I was stressing about something and he very calmly looked at me and told me that I needed to do a better job at accepting that I as an individual was a wholly replaceable cog in the machine. At the time that felt like a hard thing to swallow....
I’ve written recent guides to creating a backlog from scratch and sorting your backlog by value and effort. As part of building and sorting the ideas and initiatives on your roadmap you will start to show that roadmap to other people. When you do people will have opinions about the order that you have sorted things in. In most cases their opinion will either be agreement, or more commonly, they would like the thing that is important to them to be higher on the list....
There is a lot of complexity in Product Management, but at the very heart of it what we look to do is order all of the things we could be doing to produce the most value possible. To do that we have to carefully weight the balance of value to effort in order to properly sequence the infinite set of work that we could be doing.
Estimating is a tricky and messy business, and I’m frequently skeptical of....
Very rarely will you build a roadmap from absolute scratch. But the technique is helpful because you can apply the process to help rationalize or refit an existing roadmap. I’m a strong believer that you should be able to connect all the work you are doing from top to bottom of the company. A developer should be able to look at any task and put it into the context of the larger solution they are building, the problem it solves for the customer, and the business objective that it supports....