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How Technical Should a Product Manager Be
It’s a common struggle for product managers, especially when they’re new to the problem area of this company. It can be articulated in several ways: Why do these questions come up? Because they’re causing friction. The product manager is being asked for input and can’t provide it, which causes self-doubt and fails to assist the
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How Do You Measure Product Quality?
Product quality is a subjective measure, so you have to find ways to objectively track effort without creating a Goodhart’s Law problem. Since you’re not going to get an easy and accurate metric, you’re left to verifying proxy metrics. So, that’s a lot of processes and dashboards to track that the processes are getting used
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Defusing Dramatic Conversations
Change happens. Maybe it’s a new strategic mandate, or altered priorities from customers, or realization that a technical approach won’t work. Your vendor disappears in a puff of smoke, you can’t be ready for unveiling at a conference so the deadline moves, your customer adds more requirements, your executive staff decide the feature should be
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Product Managers get (all) the jobs done!
Sometimes in interviewing or training PMs, this question comes up: “Are we really supposed to be doing everything in this team?!” I’d love to answer with a clear “no”, but really? It depends. Product Management is a glue function. We are responsible for overall success, so we can stretch to fix some of the broken
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Metrics and Observability
I wrote this as a Twitter thread in March of 2018, but the character constraints of Twitter at that time made it extremely cryptic. Also, it’s staged as a response to Splunk’s introduction of the metrics index… and to be honest, that’s no longer interesting to me. This is an expanded set of observations about
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