Hustle Badger

#enterprise #saas # b2b

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Join us to sharpen your shipping muscles and learn battle-tested techniques for leading complex, cross-functional initiatives.

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In short: when the stakes are high and the scope is wide, PMs need strong project management to align teams, keep momentum, and land the bet on time.

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Project Management for PMs · Zoom · Luma The classic image of product management blends discovery and agile development to incrementally build innovative new products. However, the reality is that…

👉 Sign up here - luma.com/5yfbn5t5

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• Difference between big strategic projects and feature factories
• Setting a deadline
• Developing a plan
• Course correcting
• Company comms

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That makes shipping fast and efficiently the best way to reduce risk and create value.
This webinar covers how to ship large scale, strategic projects as a product manager.

Led by our very own @Ed Biden, this class will walk you through:

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This is not a betrayal of modern product principles, but the practical consequence that the biggest bets often involve the coordination of multiple teams, and as a result require central leadership.
Beyond that, for many large projects, risk is low or hard to mitigate pre-ship.

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The classic image of product management blends discovery and agile development to incrementally build innovative new products.
However, the reality is that Silicon Valley start-ups & tech giants, including Google, Stripe, and booking.com also do top-down, strategic initiatives.

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🚨𝗙𝗥𝗘𝗘 𝗣𝗥𝗢𝗝𝗘𝗖𝗧 𝗠𝗔𝗡𝗔𝗚𝗘𝗠𝗘𝗡𝗧 𝗖𝗟𝗔𝗦𝗦 𝗙𝗢𝗥 𝗣𝗠𝗦 | TODAY 🚨

Let's face it: project management is a core skill.
There are times when you just have to get a big, important project done, and the CEO will be on your back if it doesn't happen on time.

👉 Sign up here - luma.com/5yfbn5t5

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Some more thoughts here: www.hustlebadger.com/what-do-prod...

What would you add?

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✅ 𝗧𝗿𝗼𝘂𝗯𝗹𝗲 𝘀𝗵𝗼𝗼𝘁𝗶𝗻𝗴 - Most tactical issues resolved at Tribe level. Org leadership focus on alignment with other functions, providing context and coaching tribe leaders.

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✅ 𝗖𝗼𝗺𝗺𝘀 - Regular sessions for whole org (e.g. strategy, Ask Me Anything and Demos0 to maintain sense of single org
✅ 𝗥𝗲𝗽𝗼𝗿𝘁𝗶𝗻𝗴 - Lightweight reporting allows regular snapshot overview of entire org

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✅ 𝗥𝗼𝗹𝗲 - Leaders responsible for allocating teams against problem areas, execution ceiling of org, and troubleshooting

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✅ 𝗦𝗲𝗻𝗶𝗼𝗿𝗶𝘁𝘆 – each tribe should include individual contributors with a range of seniority across the squads to allow for progression.

𝗢𝗥𝗚

✅ 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 - Again, smallest possible group with each major function represented

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✅ 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 – leaders accountable for the overall performance of their squads and must be empowered to make changes (staffing, process, strategy) to achieve their objectives.

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✅ 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 – smallest possible group where each discipline is represented (e.g. product / design / tech).
✅ 𝗡𝘂𝗺𝗯𝗲𝗿 𝗼𝗳 𝗿𝗲𝗽𝗼𝗿𝘁𝘀 – typical 4-6 direct reports for leaders to be effective

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𝗧𝗥𝗜𝗕𝗘

✅ 𝗖𝗼𝗻𝘄𝗮𝘆’𝘀 𝗟𝗮𝘄 – organisations design systems that mirror their own structure. So your technical architecture will inevitably mirror your tribe structure.

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✅ 𝗦𝗽𝗲𝗰𝗶𝗮𝗹𝗶𝘀𝘁 𝘀𝗸𝗶𝗹𝗹𝘀 – progress can be accelerated in some areas (e.g. search, SEO) by using people who have worked on similar problems. Hire in talent or use external advisors.

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✅ 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗹𝗼𝗮𝗱 – % of time spent fixing bugs and responding to ad hoc requests, should be low (<25%), otherwise it won't make progress on planned (strategic) work.

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✅ 𝗖𝗵𝗲𝗰𝗸-𝗶𝗻𝘀 – reports on progress regularly (often weekly) to make sure it stays accountable and focused on impact
✅ 𝗔𝘂𝘁𝗼𝗻𝗼𝗺𝗼𝘂𝘀 – can change necessary parts of code base without dependencies on other teams.

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✅ 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 - the team need to understand the problem space in depth, from both the user and business side.
✅ 𝗖𝗮𝗽𝗮𝗰𝗶𝘁𝘆 - enough engineers to make headway, but few enough to keep communication overheads to a minimum.

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✅ 𝗦𝘁𝗿𝗼𝗻𝗴 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 - PM and Tech Lead have seniority matching the complexity and ambiguity of the problems they are tasked to solve

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How to set up a product org for success?
Here's a checklist ...

𝗦𝗤𝗨𝗔𝗗

✅ 𝗚𝗼𝗮𝗹 - a clear objective that is inspiring, and can be quantitatively defined
✅ 𝗥𝗼𝗹𝗲𝘀 – Clear who does what

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Get the Hustle Badger product audit template here - www.hustlebadger.com/what-do-prod...

#product #productmanagement

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Ideally this isn’t done by a single person, but by a small number of people both within and outside of the product org to give a 360 view.
The result is that you have a clear understanding of where you need to focus to increase overall product org performance and team velocity.

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You assess each of these drivers on a scale:

𝗦𝘁𝗮𝗿𝘁𝗶𝗻𝗴 – Significant room for improvement
𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗶𝗻𝗴 – Progress made, and more to be done
𝗠𝗮𝘀𝘁𝗲𝗿𝗶𝗻𝗴 – Mature product capability

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The product audit breaks down overall product success into 12 major drivers across:
🎯 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆 – Do we know what to build?
⚙️ 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 – Can we build it?
👷♀️ 𝗣𝗲𝗼𝗽𝗹𝗲 – Have we got the right builders?

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How do you identify these root cause problems?

Start with a 𝗣𝗥𝗢𝗗𝗨𝗖𝗧 𝗔𝗨𝗗𝗜𝗧:

Identifies critical problems holding the product org back
Uncovers quick fixes that can unblock teams
Highlights capabilities that need building over time

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As a CEO / product leader how do you respond?

You diagnose what’s holding the product org back
You solve the root causes of underperformance
You set the team up for success
➡️ You’ll dramatically improve the returns on your investment in technology

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Signs not all is well in the kingdom are:

Product feels like a black box:
• You’re spending a ton of money on your team
• You’re constantly struggling to get features out
• Features rarely deliver the impact you’re hoping for

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