Much has been written about the functions of a Product Manager (PM). I usually do not subscribe to the ‘textbook’ definition of a ‘mini-CEO’ of a product/feature. I feel that, while there are a few overlaps between the roles, it is unfair for the CEO and for the PM to be called the ‘mini-me’ of the other.
One of the overlaps that I find very interesting is that of decision making. For a PM, and more so, for a PM leader, this is one of the key attributes. In fact, as you rise up the ranks of PM-ship, more and more of your tangible time would be going towards decision-making.
There are a few things that I wanted to talk about in this post, about decision making – in no particular order.
- A lot of times, you would have enough data that you can lean upon, to make a decision. Why do I say ‘lean upon’? If the decision is perfect, then kudos, but then human tendency is to fall back on the data as a crutch, when the decision is wrong. The key thing in the latter scenario, is to learn from it. There is nothing more you can do from it. Accept that, data, can sometime fail you, and try and find a pattern that you can recognize in the future.
- There are definitely times, when you would not have enough data. In a subset of these times, you also do not have the luxury of waiting for data to be got/collected. In these cases, a seasoned PM would need to take decisions based on extrapolating whatever data she has, or to be able to correlate with an analogous event/incident/feature/project and take a gut call. The key thing here, is to stick by the decision, immaterial of its outcome. Human tendency is to exhibit ‘excusitis’. Like in the previous point, learning is key.
- There are three typical classes of decisions that PMs make on a regular basis – assumptions/trade-offs ; prioritization/road-map ; go/no-go.
- Assumptions and trade-offs occur during mostly the planning phase. During the planning phase, the PM, along with business, and the tech-lead, need to freeze on assumptions/trade-offs to be able to ship within a certain deadline, or be able to ship with constrained resources. Resources, here, can be team, compute resources, or technology stack. These decisions sometime creep in during the execution phase – typically due to late realizations or plan changes etc. The PM’s negotiation and influencing skills also play a key role here, along with the decision making skills. Example – Given that a new feature would be hand-held by the feet-on-street teams, the first version of the feature need not have as many educational prompts.
- Many think that prioritization and road-map decisions occur during planned times (month/quarter beginnings etc). It definitely is not. The best PMs are continuously prioritizing. Devs get sick. Servers go down. Unexpected bugs turn up. Features get new requirements. In an agile environment, a PM needs to manage all of this, and still be able to ship reasonably on time, with adequate communication to all stakeholders. New ideas do not wait for quarter beginnings to pop-up. As and when they pop-up, PMs prioritize and add to the road-map. Again, a continuous process. Example – The biggest issue is to identify if IMEI numbers of returned products match the ones in our system. Let us build a first version that will let the call-center support team do just that. Further versions can be fancier and accept direct requests.
- Lastly, a go/no-go decision. This is when a PM works closely with QA and business teams to decide, whether a feature can go live (or not!). Time pressures and business requirements often require a feature to be shipped at a certain date/time. A lot of times, this is non-negotiable. However, a PM can take a call to go live, with a version that probably has a non-show-stopper bug. Breaking design perfection paralysis also falls into this bucket. Example – When the seller does not have stock of products, and he is prompted to give multi-tier pricing, the UI might break. Ship the feature, and fix the corner case UI in a subsequent merge.
I have not counted hiring decisions in the above list. PM leaders would need to make hire/no-hire decisions for hiring PMs in their teams. In some companies, PMs are also called up on to do an interview round for senior dev leads and designers.
PMs – have I missed anything? Let me know in the comments below. Would also love to hear examples of key decision making techniques that you follow.