This Business News Story Was Uncovered By Us From: http://www.youngupstarts.com/2019/05/30/why-successful-product-management-involves-more-than-spectacular-specs/
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by Will Koffel, head of the Google Cloud Startup Program in the Americas
In 2013, I left a CTO job overseeing a 50-person product engineering team for the same job at a four-person startup. Upon arrival, I incorporated a few elements from my previous stop into this new endeavor, including a battle-tested Agile Scrum process and the corresponding technology.
Though the new team embraced me, the same wasn’t true for my cumbersome processes. Eventually, we compromised on a lightweight process that aligned with my new team’s size and its UX-focused way of designing and prioritizing new features. This learning experience left me with one seemingly obvious takeaway: The two trickiest variables of early product management are the “product” and the “management.”
Most early startups don’t understand the distinction between the two. Great product teams need vision, experimentation, competitive analysis, and a deep understanding of the pain points they’re trying to eradicate. Management, meanwhile, must remain focused on key features while leveraging a small team and limited resources to efficiently and authentically build a product.
While each side has its priorities, both work toward a positive and user-focused product experience. Keeping this philosophy top of mind during the product management phase is crucial for early stage CTOs, especially when working through backlogs and other barriers that can undermine the user experience.
Manage Your Workflow — Or Else.
For CTOs to properly oversee product management, bottlenecks must never turn into backlogs. When they do, teams lose efficacy in three vital areas that can ultimately hurt the customer: focus, transparency, and predictability.
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