Welcome! This Playbook deals with how I use product tools and methods in my product toolbox to address common product scenarios. It’s designed to (a) provide a personal outlet to capture the essential elements of how I practice product management for myself and (b) to give others the ability to have a taste for how I would practice product management for them/at their organization.

My Product **Handbook** in general ****deals with the different elements that comprise my Product Management practice.

Scenarios

Needed it Yesterday

Situation

I have been placed with an initiative that the business needs yesterday - something so terribly late in the eyes of the business.

Companies where I've done this

Flywire, Avaya, DaVita

The Play

  1. Center in Reality: You, nor anyone at the company, possesses a time machine. So, the most important thing to do is to get all stakeholders aligned on what the current reality is.
  2. Map out how to get there: Work with development and delivery teams to have a realistic expectation on how to get to our destination.
    1. Redefine MVP - Review the scope for the shippable increment that needs to be delivered. See if there's any possible wiggle room. See if there's a way that we hadn't yet considered that could be more efficient in the development process.
    2. Redefine Dates - Since the initial date will be missed, start negotiating to the next opportune date. Maybe there's something that can be delivered before a customer's fiscal year end that we want to take advantage.
    3. It's not recommended to add people to something already late, since that will usually increase the timeline further in order to onboard those people.
  3. Look to sweeten the pot: Since you're already late, if there's anything that can be delightful and low-hanging, then throw it in. It's counter-intuitive, but it can be a few political points that can be gained for missing initial deadlines.
  4. Execute: Confirm with stakeholders what the renegotiated date and scope is and then try to hit the next window of opportunity.
  5. Communicate: Make sure that expectations are set and an escalation plan is in place in the case things get off track again. Keep your stakeholders invested in the success of how to get there. Try to be calm, constant and predictable, despite the panic that emerges with slipping dates.

Picking up the Baton

Situation

I've been put on a project that was partially done by another PM. Everything is in progress and the team is working toward a delivery window.

Companies where I've done this

most PM jobs - certainly all of mine