What Engineers WishProduct Managers Knew

David H. FriedmanPh.D. EE

dhfx@realtime.netBlog: http://dhfx.net

With acknowledgments to:Tom Evans – for suggesting the topicJohn Rothgeb, Anthony Plattsmier, Roxanne Merizalde, andJim Stallworth for their ideas and suggestions

Typical grumblings of engineers:

“I'm a person, not a resource”

“We don't know what we don't know and can't just make it up”

“Home runs can and do happen, but don't plan on them”

“Scheduling lots of meetings burns up man-hours”

etc. etc.

WHY do engineers feel need to grumble?

Engineers vs. product managers:how are they different?

Engineers: right-brain thinkers

Managers: left-brain doers

(not completely true, but a useful abstraction)

Right brain is good at:• problem solving – visualizing solutions• associating ideas & images• memory recall & retrieval• creative conceptualization & insight• solitary thinking

Left brain is good at:• executive functions – directing• sequential activities (following a plan)• dealing with challenges & interactions (e.g., in meetings)• driving effort, working harder/faster

Pressure to work harder/fasteris a left-brain stimulus

Interacting with people in meetingsis a left-brain stimulus

When left brain is stimulated,right brain is inhibited

Right-brain work requiresleft-brain calm

How to motivate right-brain people?

• Pep talks don't work

• Incentives, threats, etc. turn them off

• Deadlines are poison

(all are left-brain stimuli)

What do right-brain people want, anyway?

• Meaningful, rewarding work experience

• Intellectual challenge

• Worthwhile goals + resources to achieve them

• Teamwork: multiplier for own efforts

• Mutual respect based on achievement

So, why do engineers grumble?

Can categorize most complaints as about –

• how treated as people (poorly)

• management styles (inappropriate)

• project requirements (unreasonable)

Poorly treated as people:

• not consulted, not listened to

• impersonal treatment: “skill set”, “resource”

• lack of reward & acknowledgment

• feel imposed upon, expected to make up for others' mistakes (overtime demands, etc.)

• feel “set up” for poor performance by factors not under own control

Inappropriate management styles:

• top-down, authoritarian, blaming

• lack of technical knowledge/concern

• too many meetings and reports (due to manager's concern for CYA?)

• acting as pass-through for demands from customer (unwilling to intercede?)

• taking sides in disputes

• unwilling to backtrack on bad decisions

• unwilling to revise expectations, if needed

Unreasonable project requirements:

• insufficient time / resources (underbid?)

• no knowledge of customer's real needs

• too many features, or not prioritized

• too many changes or out-of-scope requests during development, delaying schedule

• lack of communication/coordination channels among project team

What product managers can do tocreate proper conditions for work:

AVOID left-brain stimuli:• imperatives (challenges, demands)

• large-group interactions (long, possibly confrontational meetings)

• tension-producing situations (changes, resource conflicts, etc.)

PROMOTE right-brain-friendly practices:

• cooperative management style

° not “I want” but “we need”

° be one of the team; earn respect & loyalty

° advocate for your people when necessary

° don't take sides; be impartial mediator/mentor

° build 2-way communication; solicit opinions

° be ready to admit mistakes; profit from them by treating everything as a learning experience

PROMOTE right-brain-friendly practices(continued):

• present demands as opportunities: not “Do it!” but “Can we?”

• meet informally with people individually or in small groups (“management by walking around”)

• facilitate informal communication among team members by “cave-and-commons” layout of work space, if possible

Above all,

COMMUNICATE!• With team members:

° know them as people, make them feel valued

° treat project as learning experience for broadening skills

COMMUNICATE!• With customer:

° prioritize feature requests

° help customer define true needs as opposed to a wish-list

° be honest re ability to meet requirements and schedules; honesty will be valued

COMMUNICATE!• With your own management:

° advocate for self & team

° obtain recognition for team members

° propose more effective procedures as appropriate, based on lessons learned

Engineers and product managersneed one another:

engineers – to do the work, create the product

managers – to establish environment for work

Communication

and consideration of the other's mindset

are the keys!

What Engineers WishProduct Managers Knew

David H. FriedmanPh.D. EE

dhfx@realtime.netBlog: http://dhfx.net

With acknowledgments to:Tom Evans – for suggesting the topicJohn Rothgeb, Anthony Plattsmier, Roxanne Merizalde, andJim Stallworth for their ideas and suggestions