Technology projects misunderstand the role of product expertise.
Product managers are ineffective if projects lack the conditions for them to apply their thinking. The results are poor morale and misperception of the role.
In descriptions of technology projects, the phrase “… as a product” is increasingly common. Platform, data, infrastructure… as a product.
Think of your project… as a product.
If you make a promise of product-thinking but don’t set-up your project to be consistent with this, someone is going to be disappointed.
Here are 3 principles to check if your project is aligned.
#1. Well-defined, measurable outcome.
What problem does your project address? When cost, time and materials are on everyone’s mind, knowing with clarity what measurable value will be delivered is easily overlooked. Make time for this conversation before contracts.
#2. Self-contained resources from the start.
You need resources to deliver a project or a product. Unlike a project where you can adjust resources over time, a product-project needs to be self-serving from day one.
#3. Commitment to review (and pivot).
In many ways this is the hardest principle. Honestly answering “Are we delivering value?” and pivoting if not, is not part of a mindset that prioritises risk management and predictability. You need flexibility within a framework like the 10x funding model.
Avoid confusion and missed opportunities to create value by aligning at the start. On your next project, give your product manager something to work their magic on.