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by mavelikara
1636 days ago
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> The domain is complex, and customers try to find solutions just like the PM. But, as a PM you have the benefit of talking to many customers so you see common patterns and can often see the ‘problem behind the problem’. I agree to most of this. The team - by virtue of building and operating the software product catering for many customers - can often understand the customer usecases and solution better than any one customer. But it is the team, as a whole, where this expertise resides. Not one member of the team who happens to have a particular role and title. > I do not see the link to the true Scotsman argument By adding the word "effective" in: > effective PMs know better what customers want than customers themselves. you seemed to imply that any counterexample of a PM who is not doing this as not a true effective PM, and hence, not worth discussing. |
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Which is why I made the distinction between accountable and responsible. I totally agree that it’s the team as a whole that’s responsible for the output of the team, and that it’s essential that everybody on the team has a customer focus.
> you seemed to imply that any counterexample of a PM who is not doing this as not a true effective PM, and hence, not worth discussing.
In my opinion, the better a PM understands their customers, the more effective they are in their role. I had thought that this would be relatively noncontroversial. It certainly wasn’t a dig against a some subset of my profession. Virtually all PMs that I’ve worked with see this as core to their role.
Now I am curious, was there anything in the wording of my reply, or in your past experience working with PMs, that caused you to reply?