> A lack of knowledge hoarding, healthier knowledge transfer and decision making, and reduced waste.
Author here, +100 to this. The role of the PM should be to drive consensus around the problem, not to decree the problem (or requirements) by fiat.
For me, that process is highly collaborative, and engineers (and design, support, etc.) should 100% be involved from the begining. The amount of definition will vary from team to team and even engineer to engineer, but if a PM is hoarding knowledge, their understanding of their own role is the opposite of what it should be.
To paraphrase a famous product manager at Initech, "I talk to the customers so the engineers don't have to". That's not to say the engineers shouldn't talk to customers, but generally speaking, PMs should be the ones conducting qualitative and quantitative research day-to-day so that everyone can focus on what they do best.
At least on my teams, for example, user interviews are recorded and shared with the entire team, along with their raw notes, as are the high-level takeaways, allowing everyone to opt-in to as much or as little context as they'd like. We treat quantitative research the same way, sharing the underlying query, raw data, etc.
While the PM may ultimately drive the discussion, problem definition should be collaborative so that the entire team is aligned around a shared product vision. The PM's role should be to gather, organize, and share knowledge to build consensus, not to hoard it.
Agreed. It's one of the biggest things that drew me to SAFe as well because it fosters more communication and collaboration, empowers more people to make decisions and specifically de-emphasizes the PM as a focal point of all things.
Author here, +100 to this. The role of the PM should be to drive consensus around the problem, not to decree the problem (or requirements) by fiat.
For me, that process is highly collaborative, and engineers (and design, support, etc.) should 100% be involved from the begining. The amount of definition will vary from team to team and even engineer to engineer, but if a PM is hoarding knowledge, their understanding of their own role is the opposite of what it should be.
To paraphrase a famous product manager at Initech, "I talk to the customers so the engineers don't have to". That's not to say the engineers shouldn't talk to customers, but generally speaking, PMs should be the ones conducting qualitative and quantitative research day-to-day so that everyone can focus on what they do best.
At least on my teams, for example, user interviews are recorded and shared with the entire team, along with their raw notes, as are the high-level takeaways, allowing everyone to opt-in to as much or as little context as they'd like. We treat quantitative research the same way, sharing the underlying query, raw data, etc.
While the PM may ultimately drive the discussion, problem definition should be collaborative so that the entire team is aligned around a shared product vision. The PM's role should be to gather, organize, and share knowledge to build consensus, not to hoard it.