I want you to consider instead the possibility that Waterfall came to exist, and continues to exist, for the convenience of managers: those who need you to promise them something specific, and then deliver exactly what you promised them, when you promised you’d deliver it.
Side benefit of this method: by forcing multiple iterations on a PR/FAQ, you implicitly gain the approval of everyone who reviews it, demands iterations on it, and subsequently approves it. This then means that when a product passes the PR/FAQ process but subsequently fails in the market, people are more likely to take collective responsibility.
Features don’t work, in the sense that they can be easily gamed. Behaviour has an advantage over features in that you can describe any feature in terms of behaviour, but you can’t describe behaviour in terms of features.
2. Planning - Continually challenge product-market fit and keep the team aligned on a 3-6 month, mid-term vision, of the product. Requires more EQ and stakeholder management.
Communication & Visibility: You build relationships that help the team get things done. You ensure the product’s story is told, and understood, internally and externally. You create collateral that can be leveraged by GTM teams.
Thinking about team management as a product: - Set up advanced listening mechanisms: help your PMs become better listeners- Keep your feedback loops healthy at all costs: Establish a consistent set of group and one-on-one meetings, ideally early in the week to help set the tone and get the team on the same page.- Your team should have a purpose as ... See more
Vision & Strategy: You own the vision, strategy, and roadmap. You know the market, our users, the product, and the competition. You drive alignment: If I ask 5 different people what you’re building and why, I’ll get one answer.