In the fast-paced world of product management, the pressure to deliver and the complexity of managing various stakeholders often lead to the circulation of what many affectionately call “Product Manager Lies.” These statements, though sometimes made with the best intentions, often paint a rosier picture than reality. Understanding these common phrases can help both product managers and their teams navigate the complex terrain of product development with greater clarity.
"We'll Iterate Next Quarter"
One of the most frequently heard promises in product management is, “We’ll iterate next quarter.” This statement suggests that feedback will be incorporated, and improvements will be made in the next development cycle. However, several factors can derail this promise:
Changing Priorities: Business goals and market conditions can shift, pushing the promised iteration down the priority list.
Resource Constraints: Limited team bandwidth and budget constraints can delay planned iterations.
Unexpected Challenges: Technical issues or unforeseen obstacles can consume the resources and time initially allocated for iteration.
Scenario: Imagine a product team working on a mobile app. They receive feedback from users requesting a more intuitive navigation system. The product manager assures the team that this will be addressed in the next quarter. However, a new market opportunity arises, requiring the team to pivot their focus to a different feature set, delaying the navigation improvements indefinitely.
"We'll Consider Your Suggestion"
Another common phrase is, “We’ll consider your suggestion.” While it sounds like an open-minded and inclusive approach, the reality can be quite different:
Volume of Feedback: Product managers often receive a high volume of suggestions, making it challenging to address each one.
Strategic Alignment: Suggestions need to align with the overall product strategy and business objectives.
Feasibility: Not all suggestions are feasible due to technical limitations or resource constraints.
Scenario: A customer suggests adding a dark mode to a software product. The product manager acknowledges the suggestion but is juggling multiple high-priority items on the roadmap. Although the suggestion is logged, it may take months or even years before it is seriously considered, depending on its alignment with strategic goals and available resources.
"This Will Be a Quick Fix"
The promise of a “quick fix” often underestimates the complexities involved in software development. Here’s why this can be misleading:
Unforeseen Complications: What seems like a simple issue can reveal deeper, more complex problems upon closer inspection.
Integration Testing: Ensuring that the fix doesn’t break other parts of the system can be time-consuming.
Deployment Delays: The process of deploying fixes to production environments can introduce delays, especially in large organizations with stringent release processes.
Scenario: A product manager assures the team that a bug affecting a small segment of users will be a quick fix. However, as developers dig into the issue, they discover that the bug is symptomatic of a larger architectural flaw. Addressing this flaw requires significant refactoring, extensive testing, and a lengthy deployment process, turning the “quick fix” into a multi-week project.
"I'm Basically the CEO of the Product"
The assertion, “I’m basically the CEO of the product,” aims to emphasize the product manager’s ownership and responsibility. However, this analogy can be misleading:
Limited Authority: Unlike a CEO, a product manager often lacks direct authority over resources and must rely on influence and negotiation.
Collaborative Nature: Product success depends on collaboration with various departments, including engineering, design, marketing, and sales.
Accountability: While product managers are responsible for product outcomes, they must navigate the priorities and constraints of other stakeholders.
Scenario: A product manager at a tech startup positions themselves as the “CEO of the product” to underscore their leadership role. However, when proposing a new feature, they must secure buy-in from the engineering lead, who raises concerns about technical debt, and the marketing head, who prioritizes another feature for an upcoming campaign. The product manager’s vision must be balanced against these competing interests, highlighting the collaborative nature of their role.
"We're Going to Launch on Time"
The assurance, “We’re going to launch on time,” is often met with skepticism, and for good reason:
Scope Creep: Additional requirements and features can be added, extending the project timeline.
Unforeseen Obstacles: Technical challenges, resource shortages, and external dependencies can all contribute to delays.
Quality Assurance: Ensuring the product meets quality standards can uncover issues that require additional time to resolve.
Scenario: A product manager commits to launching a new feature by the end of the quarter. Midway through development, a critical third-party service changes its API, necessitating substantial rework. Additionally, internal testing reveals several usability issues that need addressing. Despite best efforts, the launch is delayed by several weeks to ensure a high-quality release.
Navigating Product Management Realities
Understanding the nuances behind these common product manager promises can help teams set more realistic expectations and foster better collaboration. Here are some tips for navigating these challenges:
Clear Communication: Ensure transparent and honest communication with stakeholders about potential risks and uncertainties.
Flexibility: Be prepared to adapt plans based on new information and changing priorities.
Documentation: Keep detailed records of decisions, feedback, and changes to maintain alignment and accountability.
Collaboration: Foster a collaborative environment where all team members feel valued and heard.
Practical Strategies for Managing Expectations
Under-Promise and Over-Deliver: Set conservative timelines and goals. Surpassing these expectations can build trust and credibility.
Regular Updates: Provide frequent updates to stakeholders to keep them informed of progress and any potential delays.
Buffer Time: Include buffer time in your project plans to account for unforeseen issues and challenges.
Transparent Roadmaps: Share detailed roadmaps with clear milestones and dependencies, making it easier for stakeholders to understand the project’s progress and challenges.
Prioritize Ruthlessly: Focus on the most critical features and improvements. Clearly communicate why certain suggestions or changes cannot be addressed immediately.
Embracing the Realities of Product Management
Product management is fraught with challenges and uncertainties. By recognizing the realities behind common promises and employing practical strategies, product managers can navigate these complexities more effectively. This approach not only sets more realistic expectations but also ensures better resource allocation and ultimately leads to more successful product outcomes.
In the ever-evolving landscape of product development, transparency, flexibility, and structured prioritization are key to success. Embrace these principles to steer your product to new heights, and remember that while promises are easy to make, delivering on them requires careful planning, collaboration, and adaptability.
