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by NickC25
1209 days ago
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I've seen PMs "scope creep" themselves to boost their CVs for when they leave and go somewhere else. These PMs suck. They are the type to lead meetings I was a PM for 4 years in a startup. I helped the engineers avoid (most) meetings, I was obsessed with our customers and their pain points - and spoke with them frequently; as well hyper-obsessed with the competition and where we could improve. I took suggestions from users about what features to build next, and we built a few, and ignored others. I wouldn't bother my engineers unless management (who had a technical background) OK'd the feature after discussion and debate. I probably spent 2-3x the amount of time with my customers than my engineers. Sometimes as the PM the only interaction with my engineers was to bring them coffee in the morning while they cranked out code. Seems there aren't many PMs like the role I played in my team. In a B2B or B2C startup, a good PM can provide structure, cover for the engineers, and a consistent look into how the product is being used, why it's used versus your competition, and what features users want going forward. A PM doing the right things is more of a design and customer support hybrid role than anything else. That said, I don't understand why it's a bad thing to "stop innovating". If you have an innovative product that is clearly a hit with customers or users, you shouldn't aim to continually innovate past that in the short-term. You should be eliminating technical debt and making sure your core product's experience just fucking works 100% of the time. A good PM can help with that too, by putting management's ideas onto the backburner and saying "we have to solidify our product first" instead of jumping from one product to another. |
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