I love this . Especially when building software, a strong engineering culture is often the cornerstone of building great software. However, what is less understood is the crucial role of product management in fostering this culture. Distinguishing product management from project management is key, as the former is foundational in nurturing an environment where engineers thrive. tweet thread from Paweł Huryn about how projects are not products The Pitfalls of Mistaking Projects for Products Many initiatives, labeled as ‘products,’ are in reality projects in disguise. This mislabeling is a red flag and can derail the potential of an engineering team. A project-centric approach starts with a comprehensive Product Requirements Document (PRD), focuses on meeting these requirements, and often lacks the involvement of a UX Designer. The roadmap is driven by timelines and features, rather than outcomes and innovation. This approach misses out on essential aspects of product development: Limited Exploration: When the goal is merely to implement listed features, there’s little room for innovation. Absence of Testing: The lack of emphasis on testing ideas before implementation can lead to misaligned products. Lack of Strategy: Without a clear product strategy, efforts become dispersed, trying to please all customers, which dilutes the product’s essence. Insufficient Analytics: The absence of product analytics means being blind to user interactions and needs. Transactional Relationships: Viewing the work as a customer-vendor transaction, whether internally or externally, restricts the creative and collaborative potential of the team. Cultivating a Product-Centric Engineering Culture A product-centric approach pivots around a cross-functional team empowered to solve problems, not just implement solutions. The collaboration between Product Managers (PMs), Designers, and Engineers in product discovery is continuous and fluid. Key characteristics of a product-centric approach include: Empowerment and Collaboration: Teams are empowered to find the best solutions, with PMs, Designers, and Engineers working in unison. Outcome-Based Roadmap: The focus shifts to outcomes rather than just outputs, with a roadmap that adapts and evolves. Risk Management: Managing and mitigating value, usability, feasibility, and viability risks becomes a priority. Incremental Shipping and Learning: Products are shipped incrementally, allowing for real-time learning and adjustments. Strategic Tradeoffs: Understanding and making strategic tradeoffs highlights the importance of a unique value proposition and market understanding. Pre-Launch Strategies for a Product-Centric Approach Before launching a product, defining the market, value proposition, business model, and initial strategy is crucial. Testing the concept with an MVP prototype, defining a go-to-market strategy, and relying on customer interviews and behavioral data are all part of this phase. To build a thriving engineering culture, it’s essential to shift from a project management to a product management mindset. This shift not only enhances the product’s market fit and innovation but also fosters an environment where engineers feel more engaged and empowered. The essence lies in understanding that building a product is not just about ticking off a list of features but about continuously exploring, learning, and adapting to create something truly valuable. Also appears . here

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Build Products, Not Projects

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