Ed Biden

What are your top tips?

#product #productmanagement

𝗥𝗲𝘀𝘂𝗹𝘁:
CS and moderation don’t see him as serving their teams. He is one of them.
He knows their processes inside out.
His product sense for fixing their problems is off the charts.
They have nothing but praise.

🧵11/11

He was answering tickets, chasing down fraudsters, using the tools the team already had.
Then he joins the Trust & Safety team building tools for those teams.

🧵10/11

𝗘𝗠𝗕𝗘𝗗 𝗜𝗡 𝗔𝗡𝗢𝗧𝗛𝗘𝗥 𝗧𝗘𝗔𝗠 💼
Sometimes it makes sense to go work with another team for a week.
We had a PM work with the customer service and moderation teams for a week when he joined Depop.

🧵9/11

𝗥𝗲𝘀𝘂𝗹𝘁:
You’re building bridges with stakeholders, helping them empathise with each other.
You’re seen as the person who has a handle on the whole process.
You’re a natural leader for cross-functional initiatives.

🧵8/11

Speak to your designer and all the non product teams you touch.
Ask what they’ve already got, and check it’s up to date.
Then pull it together it in one big diagram.
Show it to others and iterate.

🧵7/11

𝗥𝗲𝘀𝘂𝗹𝘁:
Everyone thinks you’re really analytical / into the details / have a head for numbers

𝗣𝗥𝗢𝗖𝗘𝗦𝗦 𝗠𝗔𝗣𝗣𝗜𝗡𝗚 🗺
OK, so sales won’t let you speak to customers, and you live in a data vacuum :shrug:
Go map out the key flow or process you’re concerned with.

🧵6/11

i.e. 4-5 slides that explain the key dynamics you’re facing .
No fluff, mostly analysis that hasn’t been done before.

Imagine that you’re onboarding your replacement.
What would you want to know?

🧵5/11

(And chances are, no one else has spoken to customers for weeks.)

𝗕𝗘𝗛𝗔𝗩𝗜𝗢𝗨𝗥𝗔𝗟 𝗔𝗡𝗔𝗟𝗬𝗦𝗜𝗦 📈
Do your own analysis on the product metrics.

Ideally pull together a fact pact for others.

🧵4/11

This requires effort.
Make friends with the people who can set you up with interviews.
Block out the time to do them.

𝗥𝗲𝘀𝘂𝗹𝘁:
You go to meetings and know you’re the voice of the customer.
You can relay direct quotes and observations.

🧵3/11

4 ways to generate novel insights and boost your credibility in your first few weeks:

𝗗𝗜𝗥𝗘𝗖𝗧 𝗨𝗦𝗘𝗥 𝗖𝗢𝗡𝗧𝗔𝗖𝗧 💬
Get out there and speak to some users. At least 5, and more like 10+.

🧵2/11

4x ways to build credibility quickly in a new role

You’ve just started a new job as a PM.
You want to establish yourself FAST.

Quick wins shipping value are great, but these usually follow quick INSIGHTS.

🧵1/11

Agile ceremonies are all about performance.
If your agile ceremonies aren’t delivering better outcomes, change them.

They should lead to higher productivity, better outcomes, and higher job satisfaction.
Agile should be exciting and dynamic.

🧵10/10

Running Effective Agile Ceremonies - Hustle Badger How to run effective agile ceremonies. Agendas, how-tos and tips for backlog grooming, sprint planning, stand-ups, sprint reviews and retros.

More thoughts on better agile ceremonies here:
www.hustlebadger.com/what-do-prod...

🧵9/10

"…𝘈𝘯 𝘢𝘵𝘵𝘪𝘵𝘶𝘥𝘦 𝘩𝘢𝘴 𝘯𝘰 𝘣𝘰𝘶𝘯𝘥𝘢𝘳𝘪𝘦𝘴, 𝘴𝘰 𝘸𝘦 𝘸𝘰𝘶𝘭𝘥𝘯’𝘵 𝘢𝘴𝘬 ‘𝘤𝘢𝘯 𝘐 𝘶𝘴𝘦 𝘢𝘨𝘪𝘭𝘦 𝘩𝘦𝘳𝘦’, 𝘣𝘶𝘵 𝘳𝘢𝘵𝘩𝘦𝘳 ‘𝘩𝘰𝘸 𝘸𝘰𝘶𝘭𝘥 𝘐 𝘢𝘤𝘵 𝘪𝘯 𝘵𝘩𝘦 𝘢𝘨𝘪𝘭𝘦 𝘸𝘢𝘺 𝘩𝘦𝘳𝘦?’ 𝘰𝘳 ‘𝘩𝘰𝘸 𝘢𝘨𝘪𝘭𝘦 𝘤𝘢𝘯 𝘸𝘦 𝘣𝘦, 𝘩𝘦𝘳𝘦?'"
-- Alistair Cockburn, Agile Manifesto signatory

🧵8/10

• 𝗧𝗿𝗲𝗮𝘁 𝗱𝗲𝘀𝗶𝗴𝗻𝗲𝗿𝘀 𝗮𝗻𝗱 𝗲𝗻𝗴𝗶𝗻𝗲𝗲𝗿𝘀 𝗮𝘀 𝗮𝗱𝘂𝗹𝘁𝘀. They should be exposed to the strategy, commercials and users. And they should be accountable for results.

"𝘈𝘨𝘪𝘭𝘦 𝘪𝘴 𝘢𝘯 𝘢𝘵𝘵𝘪𝘵𝘶𝘥𝘦, 𝘯𝘰𝘵 𝘢 𝘵𝘦𝘤𝘩𝘯𝘪𝘲𝘶𝘦 𝘸𝘪𝘵𝘩 𝘣𝘰𝘶𝘯𝘥𝘢𝘳𝘪𝘦𝘴…"

🧵7/10

Keep attendance tight. Often the whole team does NOT need to be there (e.g. planning)
• 𝗪𝗮𝘁𝗰𝗵 𝗼𝘁𝗵𝗲𝗿 𝗽𝗲𝗼𝗽𝗹𝗲’𝘀 𝗰𝗲𝗿𝗲𝗺𝗼𝗻𝗶𝗲𝘀. It’s difficult to know what good looks like if you haven’t seen it
• 𝗗𝗼𝗻’𝘁 𝗶𝗴𝗻𝗼𝗿𝗲 𝗼𝘃𝗲𝗿𝗿𝘂𝗻𝘀. Ask what people need to get back on track, and how to prevent it next time.

🧵6/10

• 𝗧𝗿𝗲𝗮𝘁 𝗯𝗼𝗿𝗶𝗻𝗴 𝗮𝘀 𝗮 𝗿𝗲𝗱 𝗳𝗹𝗮𝗴. If a ceremony isn’t exciting, how could you get to the same outcome faster?
• 𝗙𝗮𝗰𝗶𝗹𝗶𝘁𝗮𝘁𝗲 𝘄𝗶𝘁𝗵 𝗲𝗻𝗲𝗿𝗴𝘆. If you’re running a session, make it zip.
• 𝗧𝗵𝗲𝘆 𝗮𝗿𝗲 𝗽𝗮𝘁𝘁𝗲𝗿𝗻𝘀, 𝗻𝗼𝘁 𝗮 𝘀𝗰𝗿𝗶𝗽𝘁. Adapt them to make them work for you

🧵5/10

And if your agile ceremonies aren’t delivering those outcomes, change them.

Hot takes on better agile ceremonies:
• 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗔𝗡𝗬 𝗮𝗴𝗶𝗹𝗲 𝗰𝗲𝗿𝗲𝗺𝗼𝗻𝗶𝗲𝘀. Add them back when you feel a pressing need. It'll be really clear WHY you're having the meeting.

🧵4/10

You need to go back to the principles and use the meetings as patterns that accelerate your team:
• This is all about continuous improvement.
• Agile ceremonies should be exciting and dynamic
• They should lead to higher productivity, better outcomes, and higher job satisfaction.

🧵3/10

If you’re not using every stand-up / retro / sprint planning etc. session to ask:
• 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘤𝘳𝘦𝘢𝘵𝘦 𝘮𝘰𝘳𝘦 𝘷𝘢𝘭𝘶𝘦?
• 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘸𝘦 𝘣𝘦 𝘣𝘦𝘵𝘵𝘦𝘳?
• 𝘏𝘰𝘸 𝘤𝘢𝘯 𝘸𝘦 𝘨𝘰 𝘧𝘢𝘴𝘵𝘦𝘳?

... AND getting results
... then they are not worth having.

🧵2/10

Agile ceremonies are the WORST
They are boring, low value and take up too much time

The meetings aren't fundamentally flawed
But all too often teams are going through the motions

Agile ceremonies are all about performance
Are you getting good value-for-time out of them?

🧵1/10

Building Your Product Operating Model - Hustle Badger Your product operating model is the way you make sure that you build the right things in the right way: high quality, fast, and reducing risks up front.

#product #productmanagement

Full article here: www.hustlebadger.com/what-do-prod...

4. 𝗣𝗲𝗼𝗽𝗹𝗲 𝗴𝗲𝘁 𝗯𝗲𝘁𝘁𝗲𝗿 𝘄𝗶𝘁𝗵 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲
As with all things, your operating model should be continually improved, but no one is good at things first time round. Change as much as you need to, and as little as possible.

3. 𝗦𝗶𝗴𝗻𝗮𝗹𝘀 𝗵𝗲𝗹𝗽 𝘆𝗼𝘂 𝘀𝗽𝗲𝗻𝗱 𝘁𝗶𝗺𝗲 𝘄𝗵𝗲𝗿𝗲 𝘆𝗼𝘂 𝗰𝗮𝗻 𝗵𝗮𝘃𝗲 𝗺𝗼𝘀𝘁 𝗶𝗺𝗽𝗮𝗰𝘁
As a manager you want to spend your time where you can make the most difference. Not on whoever shouts loudest.

2. 𝗘𝘀𝘁𝗮𝗯𝗹𝗶𝘀𝗵𝗶𝗻𝗴 𝘁𝗵𝗲 𝘄𝗼𝗿𝗸 “𝘁𝗿𝗮𝗷𝗲𝗰𝘁𝗼𝗿𝘆” 𝗲𝗮𝗿𝗹𝘆
The earlier you know work is off track, the smaller the intervention needed to get it back on track, and less rework required.

Building Your Product Operating Model - Hustle Badger Your product operating model is the way you make sure that you build the right things in the right way: high quality, fast, and reducing risks up front.

For a great operating model, follow these principles:

1. 𝗣𝗿𝗼𝗰𝗲𝘀𝘀 𝗶𝘀 𝗮𝗻 𝗮𝗰𝗰𝗲𝗹𝗲𝗿𝗮𝘁𝗼𝗿
Reporting should be lightweight and the cost of doing it more than outweighed by the benefits of reducing risk and getting valuable feedback early.

After all, you're in charge of:
• Setting the strategy
• Hiring the best people
• Designing any processes necessary

PMs work on the 𝗽𝗿𝗼𝗱𝘂𝗰𝘁.
Product leaders work on the 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗼𝗿𝗴.

The test of a good leader is simple:
Are your teams successful?

#enterprise #saas # b2b