Here are a few things I’ve learned working on the product management side for software startups for the last few years… Might be useful if you’re running short release cycles (1-2 weeks) with a handful of engineers working with you.
1) Spec early,
spec often. Put down on paper your thoughts as soon as you have a clear idea for how a feature or bug fix should be handled. This will help your engineering counterpart know where the product is going, and minimize the surprises. Also do not hesitate to create updated feature descriptions even if the feature is still being developed, instead of waiting for the final release. The cost of correcting a feature once it’s out is generally high.
2) Minimize disruptions.
Product managers are often pressured to interrupt engineering for important bug fixes. 99% of the time it’s a for an impatient key customer or a trial client. When this happens, it’s best to schedule the fix for the next release and focus your cycles on making sure you understand what the problem is, and have a plan ready to deliver to engineering when they are done with their upcoming release. This will maximize the team’s productivity and reduce the number of half-baked features or fixes.
3) Don’t brainstorm with engineering.
Brainstorm with clients. Your most productive discussions will always involve a client. Clients pay invoices, engineers don’t. I remember countless meetings where we would discuss for hours about a product issue between the four walls of our conference room, when a simple phone call to a client with a pointed questions could have ended hours of speculation.
4) Put your engineers in a position to be creative.
Keep the team up to date on customers and try to articulate clearly to your team what their problems are. Engineers are brilliantly creative at solving problems when given a little bit of context.
5) Learn about your competition by talking to your customers.
No amount of online market research will beat the quality of the competitive analysis you’ll get from your existing clients. Your competitors are constantly pitching your customers, with phone calls, emails and elevator pitches. Ask your clients - “who should I worry about, and why”. They’ll tell you.
1) Spec early,
spec often. Put down on paper your thoughts as soon as you have a clear idea for how a feature or bug fix should be handled. This will help your engineering counterpart know where the product is going, and minimize the surprises. Also do not hesitate to create updated feature descriptions even if the feature is still being developed, instead of waiting for the final release. The cost of correcting a feature once it’s out is generally high.
2) Minimize disruptions.
Product managers are often pressured to interrupt engineering for important bug fixes. 99% of the time it’s a for an impatient key customer or a trial client. When this happens, it’s best to schedule the fix for the next release and focus your cycles on making sure you understand what the problem is, and have a plan ready to deliver to engineering when they are done with their upcoming release. This will maximize the team’s productivity and reduce the number of half-baked features or fixes.
3) Don’t brainstorm with engineering.
Brainstorm with clients. Your most productive discussions will always involve a client. Clients pay invoices, engineers don’t. I remember countless meetings where we would discuss for hours about a product issue between the four walls of our conference room, when a simple phone call to a client with a pointed questions could have ended hours of speculation.
4) Put your engineers in a position to be creative.
Keep the team up to date on customers and try to articulate clearly to your team what their problems are. Engineers are brilliantly creative at solving problems when given a little bit of context.
5) Learn about your competition by talking to your customers.
No amount of online market research will beat the quality of the competitive analysis you’ll get from your existing clients. Your competitors are constantly pitching your customers, with phone calls, emails and elevator pitches. Ask your clients - “who should I worry about, and why”. They’ll tell you.
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