Continuous Product Management (Industry 2019)
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For all we celebrate disruption, it can be, well, disruptive! Inside a business, nobody wants big lurches or major surprises. As a discipline, software engineering smoothed out releases through continuous delivery, but we on the business side still lurch in our strategy and choke on large budget chunks. I’ll use examples from government software that show exactly the wrong context for good product decisions. Within this, though, I’ll also show good examples of shortening feedback loops and product manager as “regulator” between fast-moving product teams and old-school leadership and funding models. It will leave you with an image of what good looks like and how you can play your part in getting your org there.
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Continuous Product Management (Industry 2019)
- 1. Feed Success & Starve Failure: Continuous Product Management Elizabeth Ayer @ElizAyerINDUSTRY 2019
- 2. My favorite senior PM interview question:
- 3. ? Tell me about something you built that you really shouldn’t have.
- 4. “I have never made a bad decision because I’m such a great PM”
- 5. Translation “I’ve never had real responsibility” or “I never stuck around to see what happened with my crummy decisions.”
- 6. “I had responsibility, I was wrong, and I learned.”
- 7. The world of Product is changing !
- 8. “I’ve failed small and corrected, and it’s saved me a lot of big failures.”
- 10. … the opposite of Continuous Product Management Rigid Up-front Planning
- 11. 1800 F St
- 12. 1800 F St
- 14. 13% of large government software projects are successful. Source: State Software Budgeting Handbook
- 15. The other 87%...
- 16. Photo by State Farm https://www.flickr.com/photos/statefarm/19976901011/ We’re driving instructors for government product managers
- 17. 18F coaches people to solve big problems in small pieces ■■■■■■ ■■■■ ■■ ■
- 19. Lagged feedback makes you oversteer؏
- 20. 1/ How do you steer your product smoothly? Key struggles
- 21. 2/ How can I encourage senior leadership to a continuous mindset? Key struggles
- 22. Continuous Delivery enables fast feedback
- 24. Dev Team Local env ProductIntegration
- 26. What can I change?
- 27. Practices What can I change? Culture
- 28. First let’s talk about practices
- 33. “Fire bullets, then cannonballs” -Jim Collins, Good to Great
- 38. Now let’s talk about culture
- 39. Product people consistently underestimate their impact on culture⇨
- 42. “They just want us to ship s***”?*&!
- 45. 1/ Outcome focus 2/ Shared responsibility 3/ Empowerment 4/ Effectiveness
- 46. 2/ How can I encourage senior leadership to a continuous mindset? Key struggles
- 48. Beyond Budgeting - A High-hanging Fruit https://www.sciencedirect.com/science/article/pii/S221256711500831X
- 49. The word ‘budgeting’ is not used in its narrow sense of planning and control, but as a generic term for the traditional command and control management model (with the annual budget process at its core). https://bbrt.org/what-is-beyond-budgeting/
- 52. This is how they see us
- 53. Change travels at the speed of trust. — Steven Covey (?) via @DanHarley3
- 54. As a leader, I need to know critical information so that I can avoid getting caught off guard.
- 55. As a leader, I need to know options so that I can guide decisions based on context only I have.
- 56. When you’re in a position to change things….
- 57. Safe travels Continuous Product Management Elizabeth Ayer @ElizAyerINDUSTRY 2019