> For example, an individual contributor software engineer s competency matrix may include a row for coding/feature output velocity. In a Level 1 to Level 5 system, the matrix would specify that for a Level 1 engineer, expectations on code velocity are X pull requests per week
dude, same! Got mine in 1985 (i was 9, not 8) and it was THE machine that got me hooked on computers. BASIC coding, playing Missile Command, so classic.
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After seeing so many Product Managers get this awfully wrong sometimes it also helps to understand what your job _isnt_
* Focus on outcomes over outputs. Your job is not to build a spreadsheet or JIRA backlog of features and then hand them to engineers to build like a coding factory. You do not have a crystal ball. You are not Steve Jobs.
* Involve the Business, Support and Eng parts of the org when defining _what_ to build. They all bring fantastic perspectives and really helps focus on the MVP and creates shared buy-in. Remember you are trying to solve a business problem not just crank out features aimlessly as a team.
* When mapping out _what_ to build, it always helps to use the collective team (in previous bullet) to outline Effort vs Impact. Forces really good discussion to keep things hyper focused and efficient.
* Instead of focusing on features focus on the strategy and the vision, let the team figure out how to get it there. As a PM you need to understand the market, the competitive landscape, how people are pricing their products, what customers are saying, industry trends, etc.
* Roadmaps in general are somewhat useless bc you don't have enough information and they create a lot of emotional commitments. Things change (hello Covid-19) and you don't know what you don't know. Instead outline your vision and strategy at a high level and make sure they are aligned to your overall business outcomes. This prevents people from saying "You said we would get feature X in Q2!!!". Instead you focus on metrics (Decreased Churn, Increase engagement by 3x, returning users more than X times in Y days, Revenue, etc).
* Be religious about data. Define your business outcomes, have good tools to track the progress of those outcomes, have a way to test/validate quickly and pivot as soon as it doesn't work. Keep fine tuning the machine
was surprised to see no mention of iHeartMedia (maybe news was too recent) which has an imminent Nasdaq direct listing on July 18th. Should be an interesting twist after Slack and Spotify given the stark difference in business types and growth numbers.