Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Cross Department collaboration for Product Managers in a Scale Up

56 Aufrufe

Veröffentlicht am

Abrar Akhtar, Head of Product at fundsUP looks at Cross Department collaboration for Product Managers in a Scale Up

Veröffentlicht in: Technologie
  • Als Erste(r) kommentieren

  • Gehören Sie zu den Ersten, denen das gefällt!

Cross Department collaboration for Product Managers in a Scale Up

  1. 1. Cross Department Collaboration inStart ups
  2. 2. Fundsup  Deal discovery to match founders and investors  Launched in April 2018  Moved over from London in August 2017 to build the product  Background in building product in the edTech, FinTech in London  3,000 startups, 300 investors  Angel funded  City of Rotterdam,YesDelft!, among others as ecosystem partners  www.fundsup.co
  3. 3. TheTeam  2 designers (UI & UX)  3 front end  2 back end  1 iOS  1 Android  1 PO  1 Data Scientist  Outsourced and in house (time differences)  WordPress Marketing Site,Web, iOS & Android
  4. 4. What do we need to collaborate on?  Copy  Wireframes  Design  Roadmap requirements  Bugs  Front End  Back End
  5. 5. Meetings  Regular meetings to keep everyone in the loop: - Quarterly pipeline plan (sales, marketing, CEO, PO) - 2 weeks sprint plan (Dev team, designer, PO, copywriter) - Weekly sprint update (Dev team, designer, PO, Copywriter) - Weekly sprint update (sales, marketing, CEO, PO) - Sprint Review (full team) Slack updates when content is available for review
  6. 6. People over Process  For example, a front end developer who can take initiative on design, designer who can take initiative on copy, product owner who can plan ahead for the sales teams.  For this, people need to let go of egos, some people who want complete ownership which is encouraged but sometimes we can't 2 days for copy, or an Zeplin export for a small alignment change on the dashboard...  Best ideas should win in a discussion between the department, not the titles which in a small team are essentially worthless
  7. 7. Points of Conflict  Design backlog, one piece holding up the other piece, aim to be 2 sprints ahead  Sales feedback from potential new features, not in the way they first envisioned  Attempt to gain influence across the process, trust expertise, development need to be trusted to make decisions on process for most efficient implementation, dev team need to trust the pipeline is most effective features to gain results
  8. 8. Points of Conflict  Any stakeholder needs to be able to convince the other team members on the feature/decision. If your team don't understand the suggestion intuitively, the user most probably won't  Beware of 'know it alls', have an opinion on every point in the cycle, the specialists opinion needs to be respected, experience is what those salaries are paid for.  These are relatively new roles, especially with new titles, Product Owner, Product Manager, UX Designer, with the lines blurred and responsibilities shared, decisions should be skill based rather than titles. Leadership for the top is essential to keep everyone on the same page (PO & CEO)
  9. 9. Product Manager role  Another key sign Product Managers may exhibit which shows you that a level of understanding needs to be reached is when they seem to tell other functions the how and not the what.  For example, a requirement could be that the user must be able to download a file but the Product Manager might tell you how to implement a feature instead.They may even be very specific about how this should work - “a user must be able to download a file, from the file manager, from a download icon on the right side panel”.
  10. 10. Comparison to Sport Scenarios  Previously mentioned similarity to management in sports. People over process but people need process.  A good process won't turn an amateur into a professional, you need talent. But without process, talent can go to waste.  Too much process is also hindering for different types of characters, some characters, thrive given ownership, some want guidance.  Players need to take initiative, sometimes a player can be selfish, bypass process and tactics and take the game into their own hands, shoot from 30 yards once but if they keep doing it without results, the team will be annoyed
  11. 11. Final conclusions  Maintain integrity, drop ego, do not build cliques (it's not Game ofThrones)  Take responsibility, there is always someone to blame  Date driven decisions, release a feature, view the conversion rate  Encourage free flow of ideas  Respect for each other's skills and experience  Best ideas always win "Players lose you games, not tactics.There's so much crap talked about tactics by people who barely know how to win at dominoes" England's exit from Euro 2000, explained the Cloughie way

×