Author Archives: Vivek Vijayan

About Vivek Vijayan

A Technology Product Manager - I derive satisfaction when my product intelligently makes life easier for users.

3 Questions to Product Manager Suzie Prince

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With ProductMantra today is a Product Manager whose passion is minimalism. With her minimalist philosophy she creates products that are valuable, usable, feasible and desirable. Presenting to you Suzie Prince, who at present is the Head of Product at ThoughtWorks Studios. Typical to our interview series, we asked Suzie three questions.

 

ProductMantra: What kind of evolutionary change do you think Product Management will face over a period of next 5 years?

Suzie: There are 6 changes I hope to see over the next few years.

1. Product Owner to Product Manager

I really hope that people outside product management start to get a better understanding of what product management is and what being a product manager means. Too often I see “Product Owner”, “Project Manager”, “UX designer”, “Product Marketer” or “Business Analyst” being used as synonyms for Product Manager. This lack of clarity can be harmful to the role and dilutes the value of product management. I hope this change comes quickly.

2. Internal to external

Many product managers are very internal facing. They run teams, they communicate internally and they manage their managers. Their roadmaps are built from sales team requests, their marketing team handles the outside world and they triage bugs from support teams. I want to see product managers being held accountable for their insight into the outside world. Their analysis of markets, users, pains, fears, joys and challenges should be driving their products. Ultimately I want to see product managers looking outward, not inward.

3. Operational and tactical to strategic

Product managers are often doers. They excel at product management because they are driven and get things done. They can manage teams, drive change and execute. These are amazing skills and ones that all product managers of the future need as well. But they are not unique. Great project managers can plan and execute. Great developers are driven and get things done. The product manager’s unique value is in vision and strategy. They need to understand the needs of the user and the market and translate these into a vision for the product. They need to be strategic rather than tactical. I hope we see a change towards expecting product managers to be great strategists as well as great executers.

4. Roadmaps to visions

No roadmaps! Seriously, I hope the future of product manager no longer has roadmaps. With the evolution from waterfall to agile to lean and kanban to experimentation I would like to see product managers, organisations and users understanding that the future of a product is not conclusive and written down. A roadmap does not make a vision and a vision is not executed by delivering a roadmap. I hope we embrace visions, clear direction, fluid plans and allow our products to grow and evolve rather than continuing with the roadmap fallacy.

5. Data driven to data informed

The future of product management will certainly have more data. More qualitative data. More quantitate data. Yet still there will be things unknown. I predict that the desire to be data driven will be replaced by the understanding that we are data informed. Where we acknowledge that what data we have and what we learn from it is just part of the puzzle of all the things we know and all the things we have to intuit. I predict that our data tools will become better at telling us what data is important and what data isn’t and with that we will become better informed to make decisions.

6. One to many

Finally, I’ll be saddened if we don’t see more diversity in product management. I want to see product managers with different interests, backgrounds and experiences. I want product managers from different social, socioeconomic and ethnic backgrounds, from different races and different genders.

 ProductMantra: Gut feeling and data-driven approach – when do you prefer one over the other?

Suzie: I think most decisions, whether we think they are or not, are a bit of both. I think that because I think there is rarely a situation when a product manager does not have any data to help with a decision and I think that a good product manager is always using their prior experience to intuit and make decisions.

What I think is important is (and where I see some product managers struggle) is knowing when they need more data and when they have enough. Things I think about when deciding whether to gather more data:

how important is this decision?

how quickly do I need to make this decision? when is the last responsible moment?

what is the impact of my decision being incorrect?

how much do I really know about this? can I make a decision now?

This last one is really important. Intuition comes from experience. Using your “gut feeling” is not the same as ‘shooting from the hip”. Gut feelings are not sudden or rash decisions but rather decisions based on prior experience and I believe that good product managers should trust their gut and feel comfortable saying “I know enough to make this decision now” even if what they “know” is intuited. And a good product manager should also know when they don’t have the right experience and when they need to get more data.

ProductMantra: When does Product Management get helpless? What can be done in such circumstances?

Suzie: Controlling founders!

I have not experienced this myself but I’ve seen it in other places. Basically the situation is with a founder who is too controlling – they have many ideas, the ideas change, they push plans on teams and they leave no room for creativity or product management knowhow. My advice to product managers experiencing that is to get close to that founder, become a trusted advisor to them, show them your value in whatever format that makes sense. You need to understand them, you need to understand why that business hired you and where the founder needs support. There will always be a place you can help and from that position you can build trust, influence and have the impact you need to have on that product/business.

 ProductMantra: Thanks a lot Suzie.

Suzie loves sharing her experience in the craft of Product Management and her recent article about “Why Continuous Delivery and DevOps are Product Managers’ Best Friends” exhibits her deep hands-on knowledge as well as the ability to zoom out. Her twitter handle @pm_suzie is worth following for insightful updates.

 

How can Product Managers identify tech debts

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Did you know how Amazon Web Services was born?

In early 2000s Amazon was growing quickly and hiring new software engineers, yet they were still finding, in spite of the additional people, they weren’t building applications any faster…The internal teams at Amazon required a set of common infrastructure services everyone could access without reinventing the wheel every time, and that’s precisely what Amazon set out to build — and that’s when they began to realise they might have something bigger.

This is an excerpt from TechCrunch. AWS was an extraordinary solution to a technical debt.

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Customer visits by Product Managers

Product Managers (of enterprise products) must visit customers. However, customer visits for Product Managers are important but not urgent. If you miss a customer meeting, you would not notice anything amiss in the short term, however if you keep missing customer meetings, you will find yourself grappling to catch-up in the long-term. That is the reason you must schedule customer meetings well in advance – block your calendar – so that there is no excuse for you to skip. Continue reading

How can Product Managers extract value from Data Scientists

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Product Managers are supposed to be metrics driven and are used to extracting and analysing data to understand how the product has been performing – for the customers/users and for the business. This is usually done as an operational exercise on a day to day basis or sometimes to figure out the cause of something unusual happening on the product. This is a typical usage of dash-boarding and business intelligence; perfectly fine if you do not (or cannot) collect data beyond a few key metrics. Continue reading

What do people search about “Product Management”?

Curiosity to find what people search for about product management, led me to dig a bit into what people searched online in the last one year.
I split the the search queries into these categories:

  • Job Search like “product management interview questions”
  • Software tools like “product lifecycle management tools”
  • Skill upgrade like “product management certification”
  • Informational like “what does a product manager do?”

Share of different categories of search queries

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