From Developer to Product Manager: The Hard Parts

From Developer to Product Manager: The Hard Parts

I have been working as a front-end developer for ten years. In 2018 I changed my role after spending a few years working closely with product managers. It was something I liked and was already exploring back then. In these slides I share the main three problems I struggled with during the transition.

This was presented on March 31 at a Codemotion Webinar.

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Fernando Agüero

March 31, 2020
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Transcript

  1. From Developer to Product Manager THE HARD PARTS

  2. None
  3. None
  4. Front End Developer Product Manager

  5. None
  6. A podcast where we look at how tech companies work

    from the inside. inprogressshow.com
  7. t Outline

  8. t Outline 2. Owning the why 1. Understanding what to

    do 3. Deciding what to build
  9. t Outline 2. Owning the why 1. Understanding what to

    do 3. Deciding what to build
  10. t Outline 2. Owning the why 1. Understanding what to

    do 3. Deciding what to build
  11. Where should I start from? 1. UNDERSTANDING WHAT TO DO

    $_ whoami
  12. 1. Tactical 2.Operational 3.Strategical Types of Work Done By a

    Product Manager
  13. 1. Tactical 2.Operational 3.Strategical Types of Work Done By a

    Product Manager
  14. 1. Tactical 2.Operational 3.Strategical Types of Work Done By a

    Product Manager
  15. 1. Tactical 2.Operational 3.Strategical Types of Work Done - Remember

    it as “TOS”. TIP: By a Product Manager
  16. Tactical Strategical Tactical Types of work done Operational Short-term activities

    like: - Scoping work - Crunching data to decide what to build next - Work with developers and designers
  17. Operational Connecting strategy and tactical work: - Roadmaps - Aligning

    teams Strategical Tactical Operational Types of work done
  18. Strategical - Positioning the product and the company. - Planning

    long-term. Strategical Tactical Operational Types of work done
  19. Easy? Types of Work Done By a Product Manager

  20. The Waiter The most common type of PM CEO requests

    Sales requests Marketing requests Customer requests
  21. How these types of work map to my current position?

    The PM Career Path
  22. Associate PM 50% Strategic - 50% Operational The Career Path

    PM Senior PM Director of product Manage people VP of product CPO Chair in directive board Product line First level of people management
  23. Is everyone on the same page? 2. OWNING THE WHY

  24. • You main job is to explore, define and communicate

    why you should build it. Owning the why • You main job is not to tell your team what to build.
  25. How can I own “the why”?

  26. Focusing on the problem instead of the solution OWNING THE

    WHY
  27. • Our brains love to think in terms of solutions.

    Focusing on the problems • When someone is talking about the problem using solutions, your job is to get to the root of the problem.
  28. Focusing on the problems Problem exploration User research Understanding the

    context around a problem to form a better solution to solve it
  29. Focusing on the problems Solution exploration Problem exploration User research

    User testing Understanding the context around a problem to form a better solution to solve it • MVP = learn • Showing a prototype • Running experiments
  30. Solution exploration Problem exploration User research User testing Understanding the

    context around a problem to form a better solution to solve it • MVP = learn • Showing a prototype • Running experiments WARNING Focusing on the problems
  31. Solution exploration Problem exploration User research User testing Understanding the

    context around a problem to form a better solution to solve it • MVP = learn • Showing a prototype • Running experiments JUST GUESSING Focusing on the problems
  32. Solution iteration without problem exploration

  33. Communicating the why OWNING THE WHY

  34. Communicating the why There is not better way to understand

    the problem that to see the user frustration it with your own eyes
  35. Communicating the why Invite the rest of your team to

    your sessions and calls with customers
  36. When you put yourself in your users’s shoes

  37. Use templates to keep the why in the front line

    Communicating the why
  38. Notion’s Product Spec Template

  39. Notion’s Sprint Template

  40. Once we understand the why, we need to connect it

    with the what Communicating the why
  41. Why + What = Shared understanding Communicating the why

  42. Story Communicating the why

  43. Story Communicating the why

  44. Story Communicating the why

  45. We agree! Story Communicating the why

  46. Shared documents is not shared understanding Communicating the why

  47. There is no perfect way of writing stories Communicating the

    why
  48. Using Story mapping Communicating the why

  49. Story mapping consists of ordering user stories along two independent

    dimensions: activities and implementation Communicating the why
  50. Image from manifest.co.uk

  51. Try story mapping with your team when designing a complex

    feature or flow Communicating the why
  52. Are we using our time the best as we can?

    3. DECIDING WHAT TO BUILD
  53. • There are frameworks we can use to decide what

    to build: benefits mapping, Kano model, etc. Deciding what to build • We need to be aware of doing only components optimization.
  54. Deciding what to build Features Strategy A strategy is on

    top of features, it’s focused on goals and vision Feat. 1 Feat. 2 Feat. 3 Feat. N
  55. Deciding what to build Features Strategy A strategy is on

    top of features, it’s focused on goals and vision Feat. 1 Feat. 2 Feat. 3 Feat. N Feat. X Nice to have Feat. Y Just a small thing ®
  56. Deciding what to build

  57. Image from the article “The Product Kata” by Melissa Perri

  58. Deciding what to build Image from the article “The Product

    Kata” by Melissa Perri
  59. Book Recommendations

  60. Escaping The Build Trap MELISSA PERRI How effective product management

    creates real value
  61. Inspired MARTY CAGAN How to create tech products customers love

  62. Make Time JAKE KNAPP & JOHN ZERATSKY How to focus

    on what matter every day
  63. @fjaguero