ABOUT TEAM MANAGEMENT
As a manager, you are in charge of being involved and driving all aspects of team development. How well you work with your team translates into how well you do the job itself. Some responsibilities in team management are:
From the recruiting process, a manager is responsible for using his networking skill to develop a pipeline of qualified candidates for future hires. He will be the primary driver of the hiring process and hiring decision. He will make sure we hire people who fit our team and way of working. More than his own ability, his ability to recognize abilities of others will help build the team fit for the project. Proactively identify skill gaps of the team and proposing plans for filling the gaps will make us a stronger team.
Managers do not simply direct people, manage workloads, and set the tone for the team. There are people whose leadership needs to be fulfilled as well, which means we’re compassionate when providing career guidance and understanding those we work with on a human level and we are candid when critiquing work and articulating opportunities for improvement.
Responsibilities in people management include:
- Holding regular one-on-ones with direct reports that focus on professional development, not on project reviews. Criticize conducts instead of persons and be sensitive to problems.
- Coaching team members as they grow—dealing with conflict, improving their craft, etc.
- Handling time-off requests and approving expense submissions.
- Being responsible for giving the right amount of work, not excess work but not lackof. Giving persons time to work on a project but understanding the moments of crunch time, the needs to work faster and the impact on team motivation.
- Telling the company how to project goes and telling the team how the company is doing.
- Making the company interesting: hackaton, exploring creativity and making the people fall in love with the process.
Team development
It is important to understand the motivation of work behind everyone (suggestion: champ frogs exercise) As a leader, I have to trust my team into bringing results. I’m the one responsible for guaranteeing conditions and environment for them to deliver in time, and that is accomplished by understanding everyone’s context. Ask how am i doing regarding personal and proffessional goals.
There is nothing worse than passive aggressiveness at work, so the invitation is to be aware of this situations, be aware that youre likely to also be part of the problem, and invite everyone to be direct and use empathy in retrospectives or one on ones. Never feel more or less than anyone: there’s always a way to face others and it probabyl relates to personal and proffessional goals.
PRODUCT MANAGEMENT
A PM is in charge of the overall product strategy, which went to all the product-delivery meetings that come with the agile software engineering process: stand-up, sprint planning, sprint kickoff, and retrospective. There is an ever-growing to-do list with changing priorities. The challenge is choosing the most impactful thing to focus on. my tasks also relate to Managing the backlog, Roadmap and overall product strategy. Generally speaking, PMs do more chores to protect their designers’ and engineers’ time.
A PM has a long list of chores. Every other week it is needed to release notes for the company, product updates for the founders, and sprint goals for the engineers. There’s also regular backlog grooming — reviewing and prioritizing a list of client escalations, bugs, and old tickets.
The “design process” was only a small part of the product development process. Discovering and prioritizing which problem to solve happens before the team even brings on a designer. Handing off design specs to engineering is only the start of building something. And although often overlooked, measuring the impact after a release is one of the most important parts.
As a “firefighter”, PMs are subject to a lot of context switching. You’ll often leave a product strategy meeting, where you’re discussing projects for the next quarter, and head straight to a developer’s desk to help QA a feature that’s ready to ship.To stay on top of client requests, I also met with customer success and sales
Finally For PM communication is crucial. You should be able to explain and be clear on what youre transmiting.
|PROJECT MANAGEMENT
This chart gives an idea on how I approach projects from their beginning to their end:
In a nutshell:
- I am comfortable giving and receiving feedback.
- I place a high value on both the user experience and the user interface.
- I am curious to understand new domains and products
- I believe everyone has something to learn and teach.
- I believe collaboration is a great way to expand our own understanding and deliver the best product.
