RE: Tips for a PM

Alex wrote a post a few days ago about his experience as a product manager, and what he thinks is important for someone in that position. First, I found it really interesting to read as someone who has worked on the other side of that relationship (the one between a PM and a developer that is — I was the developer). I also think that what he said is spot on, at least in principle, so I wanted to start by reiterating the best part:

At one point I had all opinions, feedback, and data in my mind, and the presence of those things naturally affected the way I see this product. Even though I may not have incorporated certain opinions in my list of features, I at least incorporated those opinions in my decisions.

This is probably the most important attribute a PM can have (really anyone in a similar power position), because that’s their job! To often, I worked for/under/with people who thought that if they pleased the most people they’d be making the right decision. It’s important to realize that stakeholders usually have very subjective opinions. When I was developing PPI for MIFOS, there was a debate about whether to have the index algorithm be hard-coded or configurable by the client. I wanted it to be configurable because that would have meant I’d get to write a parser (which would be sweet), the lead developer wanted it hard-coded because it would be less work (and he needed me for fixing bugs and other fun stuff), and our Director wanted it in the DB because it would make upgrades easier. All of these are valid arguments (except mine), and my PM had to make a call. In the end, the decision wasn’t about making me, the lead, or our director happy, but about choosing the best course of action for the product (which is what she did in my opinion – hard-coded). I may not have gotten to write my parser (I did for school this autumn though and it was way harder than I expected), but I think the product is better, which is what I really care about in the big picture.

There are some finer points where I am going to try and supplement (read: mildly disagree with) Alex’s post.

He talks about positive motivation/energy, but specifically about taking your team out to lunch, happy hour etc’. Again, I think that in principle he’s spot on. In particular that in general I think it’s important to be friends with your co-workers – regardless of hierarchy. When I enjoy being around someone, I can have a laugh with them, I care about their general happiness – their goals become my goals, so it really serves to motivate me if I’m working on their project.
However, I can afford lunch. This may be less of a general philosophy than I might hope, but I really don’t want to be bought by my boss. I think the most important thing that Alex is trying to convey is how productive breaking down walls can be. Money creates walls, especially if you’re a superior. I do however think that going out to lunch, drink, ski, whatever… is a wonderful way of creating a sense of camaraderie. I also think that what made me feel most at home with my co-workers this summer is that we didn’t nickel and dime each other. If someone was short for lunch, or forgot their wallet, someone else would always spot them, and just expect that eventually it would come around.

Alex also mentions taking the blame when it’s otherwise not clear who’s fault it is. I’m sort of torn about this. All in all, the intention is good, but it feels wrong to me, as a developer. If I fuck up, I want someone to call me out on it. Even more importantly, I don’t want it hidden because I don’t myself, or others, to feel like it doesn’t matter if they mess up (I not suggesting that it’s not understandable to make mistakes, just that it shouldn’t be encouraged). On the other hand, I’ve heard horror stories from a certain software giant that sells expensive, buggy products (hint hint… MSFT), about managers et al who are really good at figuring out what everyone else is doing wrong and making sure their hands are clean, but otherwise dead weight.
So I don’t know.

Finally I’d like to add one more important way to motivate people. In Zionist-Socialist (in BC – long story) summer camp they called it, being a “Doogma” – which means an example in Hebrew. As cliche as it is, I think it’s super important. A manager (really anyone who’s working on something that’s important to them), should work as hard as, if not harder than everybody else. I think it sends a message that you’re not just clocking hours – that the project is really something you’re passionate about. That’s a really powerful thing, and it’s contagious!