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What Engineers Wish Product Managers Knew

What Engineers Wish Product Managers Knew. David H. Friedman Ph.D. EE dhfx@realtime.net Blog: http://dhfx.net. With acknowledgments to: Tom Evans – for suggesting the topic John Rothgeb, Anthony Plattsmier, Roxanne Merizalde, and Jim Stallworth for their ideas and suggestions.

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What Engineers Wish Product Managers Knew

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  1. What Engineers Wish Product Managers Knew David H. Friedman Ph.D. EE dhfx@realtime.net Blog: http://dhfx.net With acknowledgments to: Tom Evans – for suggesting the topic John Rothgeb, Anthony Plattsmier, Roxanne Merizalde, and Jim Stallworth for their ideas and suggestions

  2. Typical grumblings of engineers: “I'm a person, not a resource” “We don't know what we don't know and can't just make it up” “Home runs can and do happen, but don't plan on them” “Scheduling lots of meetings burns up man-hours” etc. etc. WHY do engineers feel need to grumble?

  3. Engineers vs. product managers: how are they different? Engineers: right-brain thinkers Managers: left-brain doers (not completely true, but a useful abstraction)

  4. Right brain is good at: • problem solving – visualizing solutions • associating ideas & images • memory recall & retrieval • creative conceptualization & insight • solitary thinking Left brain is good at: • executive functions – directing • sequential activities (following a plan) • dealing with challenges & interactions (e.g., in meetings) • driving effort, working harder/faster

  5. Pressure to work harder/faster is a left-brain stimulus Interacting with people in meetings is a left-brain stimulus When left brain is stimulated, right brain is inhibited Right-brain work requires left-braincalm

  6. How to motivate right-brain people? • Pep talks don't work • Incentives, threats, etc. turn them off • Deadlines are poison (all are left-brain stimuli)

  7. What do right-brain people want, anyway? • Meaningful, rewarding work experience • Intellectual challenge • Worthwhile goals + resources to achieve them • Teamwork: multiplier for own efforts • Mutual respect based on achievement

  8. So, why do engineers grumble? Can categorize most complaints as about – • how treated as people (poorly) • management styles (inappropriate) • project requirements (unreasonable)

  9. Poorly treated as people: • not consulted, not listened to • impersonal treatment: “skill set”, “resource” • lack of reward & acknowledgment • feel imposed upon, expected to make up for others' mistakes (overtime demands, etc.) • feel “set up” for poor performance by factors not under own control

  10. Inappropriate management styles: • top-down, authoritarian, blaming • lack of technical knowledge/concern • too many meetings and reports (due to manager's concern for CYA?) • acting as pass-through for demands from customer (unwilling to intercede?) • taking sides in disputes • unwilling to backtrack on bad decisions • unwilling to revise expectations, if needed

  11. Unreasonable project requirements: • insufficient time / resources (underbid?) • no knowledge of customer's real needs • too many features, or not prioritized • too many changes or out-of-scope requests during development, delaying schedule • lack of communication/coordination channels among project team

  12. What product managers can do to create proper conditions for work: AVOIDleft-brain stimuli: • imperatives (challenges, demands) • large-group interactions (long, possibly confrontational meetings) • tension-producing situations (changes, resource conflicts, etc.)

  13. PROMOTEright-brain-friendly practices: • cooperative management style ° not “I want” but “we need” ° be one of the team; earn respect & loyalty ° advocate for your people when necessary ° don't take sides; be impartial mediator/mentor ° build 2-way communication; solicit opinions ° be ready to admit mistakes; profit from them by treating everything as a learning experience

  14. PROMOTEright-brain-friendly practices (continued): • present demands as opportunities: not “Do it!” but “Can we?” • meet informally with people individually or in small groups (“management by walking around”) • facilitate informal communication among team members by “cave-and-commons” layout of work space, if possible

  15. Above all, COMMUNICATE! • With team members: ° know them as people, make them feel valued ° treat project as learning experience for broadening skills

  16. COMMUNICATE! • With customer: ° prioritize feature requests ° help customer define true needs as opposed to a wish-list ° be honest re ability to meet requirements and schedules; honesty will be valued

  17. COMMUNICATE! • With your own management: ° advocate for self & team ° obtain recognition for team members ° propose more effective procedures as appropriate, based on lessons learned

  18. Engineers and product managers need one another: engineers – to do the work, create the product managers – to establish environment for work Communication and consideration of the other's mindset are the keys!

  19. What Engineers Wish Product Managers Knew David H. Friedman Ph.D. EE dhfx@realtime.net Blog: http://dhfx.net With acknowledgments to: Tom Evans – for suggesting the topic John Rothgeb, Anthony Plattsmier, Roxanne Merizalde, and Jim Stallworth for their ideas and suggestions

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