Comments on: How to Get the Respect of Development http://crankypm.com/2007/10/how-to-get-the-respect-of-development/ Product management, product marketing, and the ugly side of software product development. Sat, 11 Feb 2012 05:06:36 +0000 hourly 1 http://wordpress.org/?v= By: Ron Kaplan http://crankypm.com/2007/10/how-to-get-the-respect-of-development/comment-page-1/#comment-742 Ron Kaplan Mon, 12 Nov 2007 20:14:28 +0000 http://crankypm.com/crankypm/2007/10/how-to-get-the-respect-of-development/#comment-742 <p>CPM,</p> <p>Once again, you make terrific points. Something to consider: too often the PM is rendered irrelevant. Among other reasons, this happens, because he/she is not in alignment with management - yes there are many other reasons, but let's stay on target with management. Often, the PM is not driving the business. So, without this strategic support, even customer-driven requirements will go no where. Developers will see this in the form of constantly changing direction and requirements. </p> <p>So, my advice is to focus on the value prop. Really work hard to put a Dollar-value on your requirements. If you add this element to the product plan, developers will be less distracted by short-term fixes and feel empowered to leap forward (instead of walking). They will become partners with the PM and not antagonists.</p> <p>Thank you.</p> CPM,

Once again, you make terrific points. Something to consider: too often the PM is rendered irrelevant. Among other reasons, this happens, because he/she is not in alignment with management – yes there are many other reasons, but let’s stay on target with management. Often, the PM is not driving the business. So, without this strategic support, even customer-driven requirements will go no where. Developers will see this in the form of constantly changing direction and requirements.

So, my advice is to focus on the value prop. Really work hard to put a Dollar-value on your requirements. If you add this element to the product plan, developers will be less distracted by short-term fixes and feel empowered to leap forward (instead of walking). They will become partners with the PM and not antagonists.

Thank you.

]]> By: Steve Johnson http://crankypm.com/2007/10/how-to-get-the-respect-of-development/comment-page-1/#comment-743 Steve Johnson Sun, 04 Nov 2007 14:01:31 +0000 http://crankypm.com/crankypm/2007/10/how-to-get-the-respect-of-development/#comment-743 <p>"Jump down your throat" you say? Never! What have I ever done to make you think such a thing!?!? </p> <p>Indeed, you make a stellar point: get to know customers. It's an easy way to begin and builds instant credibility. And customers typically love to see you. We at Pragmatic Marketing do indeed advocate spending time with customers--they are the source of recurring revenue and we love 'em. </p> <p>But don't be content with customer visits. Customers will give you clever improvements but they rarely give break-through ideas; they suggest evolution, not revolution. </p> <p>For truly innovative ideas, learn how non-customers are living without your product. </p> <p>Remember, your opinion, while interesting, is not relevant. Use customer and non-customer market facts to drive product decisions. </p> <p>Cheers,<br /> Steve</p> “Jump down your throat” you say? Never! What have I ever done to make you think such a thing!?!?

Indeed, you make a stellar point: get to know customers. It’s an easy way to begin and builds instant credibility. And customers typically love to see you. We at Pragmatic Marketing do indeed advocate spending time with customers–they are the source of recurring revenue and we love ‘em.

But don’t be content with customer visits. Customers will give you clever improvements but they rarely give break-through ideas; they suggest evolution, not revolution.

For truly innovative ideas, learn how non-customers are living without your product.

Remember, your opinion, while interesting, is not relevant. Use customer and non-customer market facts to drive product decisions.

Cheers,
Steve

]]> By: NPPM http://crankypm.com/2007/10/how-to-get-the-respect-of-development/comment-page-1/#comment-744 NPPM Tue, 30 Oct 2007 00:51:38 +0000 http://crankypm.com/crankypm/2007/10/how-to-get-the-respect-of-development/#comment-744 <p>The non-profit - too optimistic for most peoples liking - product manager thinks the CPM is right about knowing the customers. But has always found tricky the situation where developer x has developed a friendship like customer support email / phone thing with one or a few loyal customers and constantly uses their quirky needs to deflect, complicate changes. Have you dealt with this situation cranky!?</p> The non-profit – too optimistic for most peoples liking – product manager thinks the CPM is right about knowing the customers. But has always found tricky the situation where developer x has developed a friendship like customer support email / phone thing with one or a few loyal customers and constantly uses their quirky needs to deflect, complicate changes. Have you dealt with this situation cranky!?

]]> By: Saeed Khan http://crankypm.com/2007/10/how-to-get-the-respect-of-development/comment-page-1/#comment-745 Saeed Khan Fri, 26 Oct 2007 16:34:54 +0000 http://crankypm.com/crankypm/2007/10/how-to-get-the-respect-of-development/#comment-745 <p>Great post. I totally agree with #2. #1 should be a given! :-)</p> <p>But to speak from the developer's perspective, what you wrote is not always the case.</p> <p>i.e. This is because the average developer or development manager thinks it's OBVIOUS what the customers want. After all, they actually MET two or three customers once, and maybe they even fixed a few bugs at a customer's request. </p> <p>I've met my share of Dev Managers who fit this category, but I've also met my share of PMs who don't have a clue about customers, talk in generalities, write requirements in very abstract and general terms and expect the Dev team to fill in the gaps. </p> <p>If I were a Dev manager and had to work with a PM like that, I'd seriously wonder why he/she is on the payroll as they are really not adding any value at all.</p> <p>Dev managers want us to do our job, just as we want them to to theirs. Seems like a reasonable set of expectations on both sides.</p> <p>Saeed</p> Great post. I totally agree with #2. #1 should be a given! :-)

But to speak from the developer’s perspective, what you wrote is not always the case.

i.e. This is because the average developer or development manager thinks it’s OBVIOUS what the customers want. After all, they actually MET two or three customers once, and maybe they even fixed a few bugs at a customer’s request.

I’ve met my share of Dev Managers who fit this category, but I’ve also met my share of PMs who don’t have a clue about customers, talk in generalities, write requirements in very abstract and general terms and expect the Dev team to fill in the gaps.

If I were a Dev manager and had to work with a PM like that, I’d seriously wonder why he/she is on the payroll as they are really not adding any value at all.

Dev managers want us to do our job, just as we want them to to theirs. Seems like a reasonable set of expectations on both sides.

Saeed

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