As a Product Manager, Would You Shut Down an Engineering Project Started By a Technical Lead?

Let’s imagine you are a product manager who recently paired with a new engineering team. You come across a project initiated by a technical lead that you would rather shutdown than watch continue. What would you do in such a scenario? Even if you feel that shutting down the project is best for the company, there is a right way to go about the process.

Are You Sure the Project Needs to Go?

Before you decide you need to put the brakes on an ongoing engineering project, make sure you are on the right track. Some tell-tale signs of a project being in trouble include:

• The team has no detailed project plan.
• There is no clear hierarchy in the team.
• No one from the company’s senior management is backing the project.
• There has been no customer involvement in product definition.
• The customer has not provided any feedback on deliverables.
• There is no use of suitable project tracking tools.
• The team is overworked.
• Team members have ideas about how to provide simpler solutions.
• There has been little to no testing.
• There is no clarity on exactly what’s expected from the final product.

Shutting Down a Project

Every once in a while, there comes a time when a product manager needs to shut down a project started by a technical lead (TL). If you are worried this might reflect poorly on your own performance, don’t be. Here are measures you may follow to make the process go as smoothly as possible.

• Include the TL in your talks with other stakeholders, which include feedback calls. This gives you an opportunity to get a first-hand perspective. For all you know, the TL might also feel that the project needs to go.
• Determine how aligned the project is to your company’s goals, because shutting it down might be easy if it is down the priority list.
• If you can get the project into a beta or minimum viable version (MVY) state with little effort, you may track its adoption (or lack of).
• Begin user-involvement at an early stage, simulate possible results, get required feedback, and make your decision accordingly.
• Speak with stakeholders who wanted the project implemented and find out their reasons. Share with them why you feel moving forward might not be a good idea.

The Alternatives

While you might want to take a firm decision of shutting down a project, think hard in case other stakeholders do not provide their complete support. If you have been tasked with recovering an engineering project, start by looking for signs of over- engineering. In some cases, you might be able to pivot projects by adding capabilities that provide value to end-users. Pay close attention to numbers when justifying a product’s level of automation, be it the number of users or the time saved.

Conclusion

When caught in a dilemma about whether or not to shutdown a project that a technical lead holds close to the heart, determine what’s best for your company. Thinking about sunken costs will do no good, because there’s a good chance you will need to rebuild anyways. Cutting your losses short - and even starting over if you have to - might be in your best interest.

How to handle teammates that hog up time in Standup meetings?

Introduction

Have you ever been in a meeting where you or your teammates were not given the chance to speak-up or discuss your tasks and ask your questions because there was that one single team or member who spent more time than they are supposed to with the manager of the meeting, discussing aspects related to their own assignment without giving consideration to the time limit or other teams waiting in line?! There is a high chance that you have gone through or experienced this situation yourself at least once during your career or academic studies. In this article, we are going to provide some point that will help you to deal with that. 

Standup meetings

In today’s world, time is money. For example, every second that passes by in wall street, thousands or millions of transactions are made, companies and individuals can lose or gain a huge amount of money if they do not react quickly or in a timely manner. A company can lose a patent or an invention to its competitor, just because they were seconds late. This is a fast-moving world that does not wait for people who are slow.  After understanding the importance of time specifically in the business industry, let’s explain briefly what are standup meetings. Standup meetings are basically group meetings that are conducted between participants with one simple difference that you might have already guessed it, it is conducted while the participants are standing. The main aim of conducting the meeting with participants standing is to make the meeting duration short and quick, where just basically the main feedback or essential tasks are discussed and then everyone is back to their own work. This gives managers and teams the opportunity to be updated on projects’ progress, potential issues and prioritize tasks. This type of meetings is currently being used widely in companies and even in universities and schools. Standup meetings can last between 15 to 30 minutes depending on the size of the teams and project. 

Importance of Standup meetings

Among the unique features of standup meetings is that they do not need to be conducted in meeting rooms, equipped with chairs and projectors, instead they can be conducted in hallways, courtyards or in any other area that can just accommodate the participating number of people. Standup meetings give all members the chance to present and share their work and update briefings in a concise and effective manner. This creates some kind of leaning forward concentration in the meeting among the participants instead of the traditional laid-back approach of participants sitting on chairs and listening to prolonged hours to the presenting participant. The standing position of participants creates and boosts participants attention and information retention. This helps in speeding meetings up, which can be a huge waste of time if conducted in the traditional way. This improves productivity due to the minimal disturbance of the workforce. 

Problem Identification

Standup meetings are not meant to last long as they are intended to address main issues and updates in brief details and in a clear manner. However, some individuals or teams do miss the main point of standup meetings and go into details taking so much time and wasting their own and others time. This inconsiderate behavior creates a toxic waste environment that badly affects all teams and the organization as a whole. Standup meetings are not intended to discuss each and every step that was taken to solve an issue but rather to be concise and to the point with your presentation. Some team members might not get the chance to represent their work, concerns or issues, giving a bad impression to the manager or the team leader. 

How to handle a Standup meeting?

There are three main players in a meeting, the presenter (the person who is talking and presenting his work and issues he/she is facing), the manager (the person who is running the meeting and responsible for the combined work of all teams) and the coworkers or teammates (coworkers or teammates who are working in the same team as the presenter or working in other teams and on other tasks than the presenting team). There are many ways by which someone can handle such situation. The teams who did not get the chance to present their work at all or in an appropriate way because they were given no time, can talk to the manager separately about such problem. They can also call out the presenter in a polite way stating that they are not going to have time to present their issues and share their progress. You can also make a bold move of informing your teammates and manager that you have another meeting and you are going to leave. The meeting manager should set a time limit of 3 minutes to 5 minutes per team depending on the size of the team. An experienced manager should notice when time limit is exceeded and should stop or warn the presenting team. A good manager should give an equal chance to all teams and team members to present their selves. The third player, who is the presenting person who is exceeding the time limit should be considerate and respectable of his/her teammates. He/she should time himself/herself and tackle the main points and issues in his/her work. 

Conclusion

People like those who spend more time than their time limit and limit the chances of their teammates and coworkers to sufficiently present themselves, by trying to over spot the light on themselves and their work, will always exist, because people are of different personalities and characteristics. To amend such behavior, we should highlight the issue on the spot and advise the manager and teammates of the problem and how such behavior could lead to workplace toxicity. If we keep saying: yes, I am against it without taking action the moment it happened, it will always exist. However, if the community condemned it and took action right away, that would help limit the problem, resolve the issue and lessen the chances of it happening again. So, take action!

References: 

https://www.teamblind.com/post/Fed-up-with-blabberers-during-standup-u2Pouk6P
https://blog.bird-office.com/en/2017/08/23/advantages-stand-meeting/

If you think somebody in your team is always the “idiot” you are the jerk.

Do you think there is someone in your team who is a perpetual idiot? Are you of the opinion that you are way better than the person in question? If so, you might be the one who others in the team look upon as a jerk. Fortunately, identifying the problem (with you) and following a few simple remedial measures should hold you in good stead.

Why You Are the Jerk

Failing to appreciate others’ perspectives, having an air of superiority, treating supposed idiots as tools you can manipulate, or thinking of them as people you need to deal with instead of your peers, makes you, well, quite a jerk. This is because you fail not just at the emotional level but also intellectually. Consequently, it is you who is left wanting in these aspects. 

Signs of You Being a Jerk

The typical workplace jerk thinks of himself or herself as more important than his or her peers, and tries to exercise undue control on subordinates. Such employees tend to lend importance to the opinions and perspectives of those who are higher up the hierarchy ladder. If you feel someone is your team is always being an idiot, here are some other signs that you might want to watch out for and avoid:

• You are pushy and/or intrusive
• You are mean and/or disrespectful
• You refuse to look at his/her accomplishments
• You are not appreciative

If you find yourself whining or complaining about one or more employees, bear in mind that it never helps – and this applies in your personal life as well.

Signs That Your Peers Think You Are a jerk

If you keep looking down on anyone in your team, your coworkers probably already view you in bad light. Here are signs that might indicate it is happening.

• Your team members argue with you frequently
• They avoid you when possible
• The do not help you, and do not ask for your help
• You feel they are sarcastic and/or rude
• Their body language is negative
• They laugh at you, or snicker even when you are not trying to be funny
• Your success comes as a surprise to them

What You Need to Do

For starters, get rid of all the airs you have about yourself. Then, understand that the coworker you think of as an idiot might be inconsistently motivated or may simply not have the same priorities as you. In addition, some employees don’t go that extra mile in the absence of effective communication or recognition. Even if you are not in a position to bestow rewards, you can still highlight how the individual’s work is important to you, the team, and the organization. Just like you want your work to be acknowledged and appreciated, so do all others.

Conclusion

Viewing someone in your team as an idiot comes with no benefit. If anything, you might take on the role of being everyone’s fool yourself. If find yourself thinking you are better than someone at everything, it is time to take a step back and recalibrate your thoughts. Not only will the other person have positives you can look up to, identifying and working on your own flaws will help as well.

If you have any questions about this post, please ask by using the comments section. If you found the content to be helpful, please hit the like button and share it with others. To read more content related to careers in software, follow us now.

You are probably helping teammates without recognition

**Note: All the attached photos are royalty free and not copyrighted.

Introduction

There is not a single individual, who has not worked within a team at least once in his career or academic life. Teamwork exists in almost every industry, workplace and company. It exists in our everyday life, inside the academic and career framework and outside it. When you take out the garbage, that is teamwork. When you turn off the TV at your home, that is teamwork as well. When you switch off the lights at home or at work, that is teamwork. There are many other countless examples in our daily lives of teamwork that we take part in.

Importance of Teamwork

Teamwork promotes unity. When individuals work separately, each seeks to achieve his/her own goals, competing against other individuals or co-workers. Competition, despite being important, can lead to discouraged workforce if practiced between individuals within the same company or team as it results in conflicting interests. It also encourages hatred and envy among individuals instead of creating an atmosphere of friendship and loyalty, hence destroying any kind of unity or common interest. Teamwork promotes performance efficiency. It enables teams to divide the tasks based on skills and interests allowing individuals to perform their tasks efficiently and successfully and in return increasing the team’s overall productivity. Teamwork also helps individual team members develop their own skills, because they get exposed to other individuals with different backgrounds and skills. 

Working as a Team

There is no doubt that some team members do more work or perform better than others perform. In some cases, the least performing team member might not be given the chance to prove himself and unleash his/her full potential, being shadowed over by the better performing team members. In this case, the team member is not to be fully blamed for his/her lack of performance within the team. It is rather the responsibility of the team leader to ensure that all team members are actively engaged and are given an equal opportunity to perform just like the rest of the team members. In other cases, it might just be the laziness or lack of interest by the underperforming team member to work on the assigned task. 

In either case, the work of all team members should be recognized, whether the team member was underperforming or not, because in one way or another, the team member has definitely helped his/her teammates in a direct or indirect way. A good team leader should always acknowledge the effort that has been exerted by all team players, whether it was more or less than others. The recognition should not only come from the team leader, but also from the rest of the team members associated with the task. Therefore, it is necessary to have team qualities and skills to create and join a successful and appreciating team that recognizes its members without leaving anyone behind because they should progress as a single entity.

Personality Matters in Teams

This of course depends on the personality of the individual with whom you are working. If the team leader or spokesperson has the “I did” attitude instead of the “We did” attitude, then it is expected that some of the team members will not receive the recognition they deserve or any recognition at all for their work. A teamwork spirit and recognition are thus an essential quality of a team leader and supporting team members. 

Forms of Recognition

There are many ways by which a team leader or company can provide work and effort recognition. Among the most common forms of recognition are bonuses. These monetary rewards are given to individuals as an appreciation token for their effort and hard work. Recognition does not necessarily involve money. It can be in the form of a written praise letter to the individuals or team members, acknowledging the effort and contribution of the team members. It can also be a verbal admiration by the management or leadership. This increases the loyalty and friendship between the team members, resulting in better work output and more work dedication. These forms of recognition can be provided at specific special dates or at any day of the year with the aim of boosting morale and team spirit when needed. 

Importance of Recognition

Undoubtedly, recognition positively impacts teamwork and it is an essential quality of a good team leader. Individuals who help teammates, even with little stuff, and do not get recognized as a contributing factor within the team, can negatively impact the overall performance of the team. Providing recognition for all team members increases the team’s productivity. They will enjoy doing their tasks and will feel valued by their team. It also boosts optimism, team spirit and encourages engagement. Providing recognition helps in retaining employees because of their increased loyalty and happiness. It increases communication between team members creating a highly efficient and creative team. Not only does recognition affect current team members but it also creates a positive image of the team’s culture and working environment. 

Conclusion

In conclusion, it is true that many team members who help their teammates with aspects of their tasks, whether by answering some questions or tackling some of the, are not recognized by their teammates or team leader. This negatively impacts both the individual team member and the team as a whole. That is why, it is essential for an individual to choose his/her team wisely in order to avoid exerting effort and spending time that might not get recognized or acknowledged by others. The rule here to avoid exerting unrecognized effort or assistance to your teammates or job tasks is to choose your team and be chosen by that team. Choose a good team with supporting and encouraging individuals and have your effort and skills be recognized by that team, who will choose to have you join their team as a valued and recognized team member. That doesn’t mean to just perform well for the recognition, but to help teammates without questioning if they are going to provide recognition or not. 

References: 

https://www.moneypenny.com/us/resources/blog/12-ways-rewards-and-recognition-impact-teamwork/
https://bonus.ly/employee-recognition-guide/types-of-employee-recognition

Is there any point of a PMP certification?

What is PMP?

PMP is an abbreviation for Project Management Professional. It is a professional certificate that is awarded to certain individuals who pass the Project Management Body of Knowledge exam. The certificate is awarded by the Project Management Institute PMI, which is located in the United States of America and is recognized internationally. There are over one million PMP certified and active individuals around the globe. It is awarded to individuals who demonstrate skill, knowledge, experience and competency that are required for the project manager to manage various projects and lead teams from different backgrounds to achieve the project's goals. PMP gains its importance for being imperative and essential in almost every industry. The demand for PMP certificate varies from one industry to another. The demand comes from the need to have individuals who are able to handle system reorganizations, develop strategic plans, manage outcomes, handle issues and ensure system effectiveness. Being recognized globally, the PMP certification is considered an unbiased endorsement of the individual’s project management experience and knowledge.

Skills tested in a PMP exam

The project management professional exam tests five different skills for the project manager. The first skill tested is the individual’s ability to understand the project goal and problems. This tests the individual’s ability to identify the key issues in the project and clearly be able to have an idea about the end project result. Another skill is the ability to plan the project. This checks whether the candidate has the ability to create a long-term plan that would be followed throughout the entire project, unless there are changes or unexpected variables that might be introduced later on in the project resulting in plan changes and adjustments. Again, to be able to develop a successful plan, the candidates need to show an understanding of the project’s goals and key elements. A third skill is the ability to run and execute the project according to the developed plan. This tests the candidate’s team management and leadership skills represented by distributing and assigning tasks to the right people according to a set period of time. This skill is considered a crucial skill in the PMP exam. The fourth main skill tested is the candidate’s ability to manage, monitor and control the project. The project management professional should be able to handle delays, monitor tasks and conduct adjustments accordingly. The candidate should be able to notice and identify issues that the project might run into and tackle them. Finally, the candidate is tested for his project closure skills. This tests his ability to meet goals and deliver the project according to the assigned time frame.

What is the main role of a Developer?

A developer is the person who works in software development. Developers are responsible for designing the software and identifying the main goals of the software that is yet to be created. They are also responsible for creating, developing and testing the software to meet the design requirements. The final step involves maintaining and adding features to the developed software. As you might have noticed, the developer’s work is similar to that of a project manager. Developers can develop software to different companies for different purposes, so they are not limited to computer manufacturing companies, but they can rather work for different companies involving different industries. This is again similar to a project manager working on different trades in one large project. A developer is responsible for understanding the problem to be solved, designing a solution, developing and programming the solution, testing the developed solution and finally releasing the software to the client.

What Project managers do?

As previously mentioned, a successful manager is an individual who is capable of achieving a successful project initiation, planning, implementation, monitoring, development and closure. A successful project manager should be able to identify key project elements, detect unstated assumptions, lessen uncertainties and risks, manage the project process and finally deliver the project. The PM should listen to feedback from the project’s team members and act accordingly. A crucial role that is played by the project manager – independent of the working environment or industry – is making critical decisions. The project manager is the one responsible for the project’s success. Accordingly, key decisions taken by the project manager are crucial to control risks, handle issues and minimize uncertainty.

Is PMP certification enough to switch from being a developer to project manager?

The short answer is not much. It is clear that there are obvious differences between being a developer and being a project manager. Despite the similarities in some of the job duties, a developer is yet to possess some of the skills that a project manager needs to lead a team, plan, implement and manage a project throughout the whole project phase. Obtaining a PMP certificate is not enough to do the career shift from being a developer to being a project manager. The certificate is used to test the way you are going to handle different situations that a project manager might face. In most cases, a good project manager develops his skills from previous experiences. He might rely on the concepts that he learned during his studies towards PMP certification, but still, it is not simple to mimic real life situations and complexities on paper. In addition, there is no theoretical way that you can use to run a project, but rather it comes with lots of practice, job shadowing and experience. Being a developer with a PMP certification is not enough to convince any company that you are capable of running a project and leading a team of different backgrounds and skills that are much broader. According to some of the people who receive job applications for project management position, possessing a PMP certificate makes no to little difference and does not give the candidate the edge he/she might have in mind.

Is engineering PM an over-saturated role ?

Do you think that the role of a project manager (PM) is overrated? Do you feel it is hyped, oversaturated, and maybe, even elitist? If so, you probably need a reality check. The competition that one has to deal with to become a PM, after all, is often worth the effort.

In this post, you will find out why the role of a PM is relevant, especially in today’s times.

Start by understanding that many seemingly great products would not have found the success they have if not for competent PMs. However, the role is such that the number of PM openings is typically lower when compared to completely engineering or technical roles.

What Does a Project Manager Do?

Businesses that require PMs do so with good reason. While they have engineers and developers to focus on software and mechanical specifics of getting products going, PMs play a vital role in understanding customer requirements and communicating with all stakeholders.


In a nutshell, a PM needs to understand customer requirements, identify tools or processes that can be of use, and oversee the creation, execution, and delivery of any project.


A good PM would also be adept at:

• Identifying and resolving issues
• Budgeting
• Time management and approval
• Team-building

One of the biggest challenges that PMs face is influencing people without exercising an air of authority. This can be particularly difficult when they have to deal with people who don’t report to them directly.

Project Managers vs. Product Managers

While both are PMs in their own right, and both come from predominantly engineering backgrounds, they have different responsibilities.


Project managers need to ensure that tasks are assigned to the right people, while also making sure of timely delivery. Their focus is on driving the development of products. A project manager would typically:

• Oversee the workload of multiple engineers
• Have at least basic technical knowledge about products being developed
• Solve management and scheduling problems
• Coach and offer advice
• Resolve disputes

A technical product manager, on the other hand, is responsible for making tech-based decisions after considering different metrics, as well as for overseeing the execution of development plans.

The "Worth" of a Project Manager

As a project manager, you should have the required knowledge about your realm, failing which you don’t stand a very good chance of earning your peers’ respect. Being able to influence without authority is also important.


You should be able to get through roadblocks faced by your engineers and bring plans to fruition. For instance, if your engineers are waiting for information from a product owner who is slow to respond, you should be able to deliver in a timely manner.


Consider this example – you are responsible for handling a team that is working on a completely new product. You need to start by determining if it is a good idea. Then, you need to look into existing competition, as well as address aspects related to costs and revenue. You also need to collaborate with the marketing team so it can help you get your product off the ground. To do all this effectively, you need more than just engineering skills.

As you can see, the role of a project manager is rather wide-ranging, and calls for high levels of soft skills as well as business skills.

Conclusion

Getting back to whether the role of PMs has become oversaturated, the answer remains an obvious no. However, what should go without saying is that not having a PM at all is better than having a bad one. A good PM should not only have technical knowhow and analytical skills, but should also be able to distribute accountability and ownership of key aspects to the core team.

If you can manage to double up as a project and product manager, there’s nothing like it, because you’re then responsible for executing your own suggestions.