During a sunset sail last week (see the image), I had a lovely conversation with a guy who said he did “accounting” type stuff. I asked him more, and it turns out he works for a three-letter acronym organization. No, I don't know which one, even though I asked.
He's trying to organize a project to support his product development. He asked me, “What's the one thing I need to know to be effective in this role?”
I tried to think of just one thing and said, “Sorry, I need five things. But they're short. Want to hear them?”
He grinned and said, “Yes.”
Here are the three ideas about how to be most effective:
- Know your customer. Who will use this product? (Yes, sometimes, the buyer is not the same as the customer, but focus on what the product will allow the user to do. That will give you ammunition to influence the buyer on behalf of the customer.)
- Of all the problems the user has, which one problem will you solve first? Most of us visualize the entire product. Go ahead and do that. But choose one and only one problem to solve first.
- Deliver the solution to that problem as fast as you can and learn from that delivery.
Then, there are two ideas about how to do the work effectively:
- The product leader is the bridge between all the people who want the product to do something: the users, the product development team, the senior leaders. As a bridge, the product leader chooses how to shepherd the business value of all those choices into a small ranked backlog. Consider one item at a time.
- The project manager facilitates the team's environment so the team can succeed.
You can stop there, but allow me a little clarification of these big ideas.
Clarify the Big Ideas
Idea 1: Product leaders cannot be the only people to know the customer. That's why I like the idea of a product value team that shepherds the business value of the product as the product grows. In addition, ask the product development team to meet with users regularly, at least once a month. Otherwise, the product leader is overloaded and cannot succeed.
Idea 2: Avoid overcommitment to roadmaps. Instead, use the roadmap to explore options and possibilities. See the ideas in Consider Innovation and Personas When You Create Roadmaps, Part 5.
Idea 3: (I know I said this but it's so important, I'll say it again.) Choose one problem to solve at a time. Just one. Then learn from what you did. (The point of agility in any approach. See the Project Lifecycles book.)
Idea 4: Products exist to provide value to users. Those users then pay us good money to buy again. That's how companies gain revenue and ongoing customer relationships. That revenue then provides shareholder value. Yes, shareholder value is an outcome of offering products that solve problems for people. That's why the product leader cannot work alone. They need to talk with other humans to see the upcoming value.
Idea 5: I don't care what you call this project manager human, as long as they facilitate the team's environment so the team can succeed. You want to call this person a “Master” of something? Be my guest. A “Chief”? Again, fine with me. Just remember, all you masters and chiefs of the universe: You are not important. The team is important, because they create the value with their hard work. Your one job is this: facilitate the team's environment so they can deliver the product.
How You Know These Ideas Work
Use the flow metrics to manage and measure the work. Because flow metrics focus on outcomes, not activities, you will see the results of focusing on the customer's problem and delivering value fast and often.
Take these five big product development ideas. Integrate them into how you work. Use these five ideas to create your most effective product development environment. You too, can then enjoy your summer and maybe a little vacation.