It Takes Two To Tango: How To Court Your Product Manager
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It Takes Two To Tango: How To Court Your Product Manager
- 1. Rachel Daniel @RainbowliciousD It Takes Two to Tango: How to Court Your Product Manager
- 2. UX Meets PM Hello! How do you do? UX PM
- 3. Mental Image of a Product Manager Market Product Vision Product Strategy Team Coordinator Business Users Data Technology
- 4. Identify Individual Product Manager Traits Background? Specialties? Experience? Personality?
- 5. Where did you work before? How did you begin your career as a PM? How long have you been a PM? Have you worked with a UX Team before? How did you interact with the UX Team? How was the UX Team structured? How closely did UX work with the Product Team? Small Talk
- 6. UX Operates as a Hive to Support Products
- 8. Product Voice Initiatives Results Information Architecture User Interviews PM Checkpoint PM Checkpoint PM Checkpoint PM Checkpoint Prototype & Test Research Interaction Visual
- 9. The Product Bubble Market Product Vision Product Strategy Technology Business Users Data Team Coordinator
- 10. How does a bee dance with an octopus?
- 11. Two Steps Forward, Two Steps Back Overlapping Roles
- 12. t User Research Visual Design Interaction Design Usability Testing Wireframes Prototypes Personas Card Sorting MLP PM vs UX: Who Covers What? Product Vision Product Strategy Business Needs Market Requirements Team Coordination Resource Allocation Roadmaps Prioritization MVP PM UX Strategic Goals Research Analytical Data Identify Problems Competitive Analysis Information Architecture Product Voice User Stories Workflows MVLP Fuzzy Area
- 13. Define your roles, and don’t skip the details. Rumor #1
- 14. User Research Visual Design Interaction Design Usability Testing Wireframes Prototypes Personas Card Sorting MLP Drawing Lines Product Vision Product Strategy Business Needs Market Requirements Team Coordination Resource Allocation Roadmaps Prioritization MVP PM UX My Role Your Role Don’t step past here Strategic Goals Identify Problems Research Analytical Data User Stories Competitive Analysis Information Architecture Workflows Product Voice
- 15. z User Research Visual Design Interaction Design Usability Testing Wireframes Prototypes Personas Card Sorting MLP Blame Game Product Vision Product Strategy Business Needs Market Requirements Team Coordination Resource Allocation Roadmaps Prioritization MVP PM UX Strategic Goals Research Analytical Data Identify Problems Competitive Analysis Information Architecture Product Voice User Stories MVLP Fuzzy Area Workflows
- 16. User Research Visual Design Interaction Design Usability Testing Wireframes Prototypes Personas Card Sorting MLP Monopolize Role Control Product Vision Product Strategy Business Needs Market Requirements Team Coordination Resource Allocation Roadmaps Prioritization MVP PM UX Strategic Goals Research Analytical Data Identify Problems Competitive Analysis Information Architecture Product Voice User Stories Workflows MVLP
- 17. User Research Visual Design Interaction Design Usability Testing Wireframes Prototypes Personas Card Sorting MLP Monopolize Role Control Product Vision Product Strategy Business Needs Market Requirements Team Coordination Resource Allocation Roadmaps Prioritization MVP PM UX Strategic Goals Research Analytical Data Identify Problems Competitive Analysis Information Architecture Product Voice User Stories Workflows MVLP
- 18. Define your roles, and don’t skip the details. Rumor #1
- 19. Align on well-defined strategic goals as a PM + UX duet.
- 20. Product managers should step back and define the what, not the how. Rumor #2
- 21. Product Managers should be involved in the how to establish empathy for the users.
- 22. Strategic Goals Identify Problems Product Voice Workflows MVLP Research Analytical Data Competitive Analysis Information Architecture User Stories User Research Visual Design Interaction Design Usability Testing Wireframes Prototypes Personas Card Sorting MLP Fluid Teams Work Best Product Vision Product Strategy Business Needs Market Requirements Team Coordination Resource Allocation Roadmaps Prioritization MVP PM UXProject Needs
- 23. Strategic Goals Identify Problems Product Voice Workflows MVLP Research Analytical Data Competitive Analysis Information Architecture User Stories User Research Visual Design Interaction Design Usability Testing Wireframes Prototypes Personas Card Sorting MLP Fluid Teams Work Best Product Vision Product Strategy Business Needs Market Requirements Team Coordination Resource Allocation Roadmaps Prioritization MVP PM UXProject Needs
- 24. “ If there are gaps in vision, strategy, execution, impact, communication, visibility, team culture, team capabilities, or anything else, you own them. – Michael Siliski, Google PM You don’t get driven around by the team; you figure out what the team needs, and you deliver that.
- 25. Building Strong Relationships Learning Your PM’s Dance Moves
- 26. PM Responsibilities Facilitates product development and progress (via JIRA) Ensures team morale and facilitates an environment of support Coordinates alignment within and across multiple teams (UX is just one of those) Reconciles C-Suite vision with available resources Owns product vision, strategy, and roadmap Collects input from users, UX, leadership, and beyond to drive improvement
- 27. Even though PMs have different skills and specialities, they rarely take on specialty titles. – Christina Wodtke Technical PM Tom Creative PM Casey Newbie PM Katherine Experienced PM Larry
- 28. Technical PM Tom Creative PM Casey Newbie PM Katherine Experienced PM Larry Personify your product managers and think about their needs, goals, and abilities.
- 29. Newbie PM Strengths Ambitious and wants to succeed Katherine Curious – asks “why” Concerned with the details Fresh eyes and ideas I don’t want to fail; I need to impress.
- 30. w Newbie PM Katherine Points of Friction • Tendency to think of themselves as ‘the user’ • Distrusts past product decisions – wants to rehash designs • Desire to over iterate, unsure of team’s decisions • Commits to unrealistic deadlines • Bypasses UX because it seems faster Outcomes • Negatively shifts design direction based on their ‘assumptions’ about the user • Builds misguided product features • Design + Dev teams get burnt out from rushed deadlines • User research is undervalued and cut out of the product plan
- 31. w Newbie PM Katherine What To Do • Be transparent about the UX process: Over communicate and share each step • Take the time to share past design problems: Explain the ‘why’ behind the solution • Test designs to build their confidence and trust: Eliminate multiple rounds of comp • Expose them to the user: Invite them into user interviews and testing debriefs, share user videos
- 32. Product Voice Initiatives Results Information Architecture User Interviews PM Checkpoint PM Checkpoint PM Checkpoint PM Checkpoint Prototype & Test Newbie PM Katherine Product Voice Initiatives Results Information Architecture User Interviews Prototype & Test Research Interaction Visual
- 33. Experienced PM Strengths Veteran of building products Larry Cultivates team collaboration Keeps development teams on track and eliminates unnecessary rework Knowledgeable about the business, market, and users I’ve done this many times before.
- 34. w Experienced PM Larry Points of Friction • Preconceptions of how UX works with PM • Predefined expectations of UX deliverables and areas of focus • Too much credibility; easy to trust their decisions and hesitant to question • Overcommitted to the steering wheel; possessive about the product process and tries to cover UX Outcomes • Awkward collaboration and skewed expectations • Frustrated teams by missing responsibilities, stepping on toes, and/or making them feel left out • UX designs based on PM direction instead of asking if they are solving the right problem • UX isn’t included in directional decisions
- 35. w Experienced PM Larry What To Do • Communicate and ask about past experiences: How do they believe UX fits into the product workflow? What do they believe is the most valuable portion of UX and why? • Share your team’s process: work together on a collective PM + UX workflow • Take a step back and ask the tough questions: constructively challenge the problem, advocate user research instead of immediately starting on their idea Pendo
- 36. Product Voice Initiatives Results Information Architecture User Interviews PM Checkpoint PM Checkpoint PM Checkpoint PM Checkpoint Prototype & Test Experienced PM Larry Initiatives Results Research Interaction Visual
- 37. Technical PM Strengths Tech savvy Tom Understands system infrastructure Calls BS on developers who say a task is unduly impossible Thinks of edge cases or obstacles your team may miss Function over form.
- 38. w Technical PM Tom Points of Friction • Adverse to any further design iterations and future advancements • Micro-interactions, animations, and design details are referenced as ‘delight tickets’ and die in the backlog • Design implementation is shoddy • Dev and UX don’t collaborate Outcomes • Products acquire a poor user experience and appear outdated • Limited user adoption, increased user frustration, potential user disengagement • Your design team is PISSED OFF • Design patterns are never established and lead to mismatched interactions • Dev work is ultimately more expensive to fix
- 39. “ – Dr. Ralf Speth, CEO Jaguar If you think good design is expensive, you should see the cost of bad design.
- 40. w Technical PM Tom What To Do • Elaborate on established design principles: create a presentation and apply them to your products • Prove design importance with user feedback: test early and often, expose user videos to the team • Track user paths: eliminate multiple rounds of comp • Find a solution for addressing UX tickets: add specs to acceptance criteria, create a UX sprint • Relate design importance back to their concerns and goals: business objectives, product success, development team morale
- 41. Product Voice Initiatives Results Information Architecture User Interviews PM Checkpoint PM Checkpoint PM Checkpoint PM Checkpoint Prototype & Test Technical PM Tom Prototype & Test Results Research Interaction Visual
- 42. Visual thinker Values the design details and user delight Desires to be part of the design process Creative PM Strengths Casey I dabble in OmniGraffle.
- 44. w Creative PM Casey Points of Friction • Creates wireframes, shares with stakeholders and gains buy-in before consulting UX • Hands over wireframes or design solutions and expects direct execution • Wants every screen mocked up Outcomes • More work for UX; reverse engineer PM’s design and then redesign • UX feels pressure to accommodate stakeholder expectations • UX must qualify reasons for rectifying designs and mitigate stakeholder concerns
- 45. w Creative PM Casey What To Do • Share your process phases that they skipped: explain how those phases add value to the end design (research, user interviews, testing, etc) • Seek opportunities to brainstorm together: whiteboard with them early in the process • Be open to their ideas: don’t be afraid to mock-up their ideas and test
- 46. Product Voice Initiatives Results Information Architecture User Interviews PM Checkpoint PM Checkpoint PM Checkpoint PM Checkpoint Prototype & Test Creative PM Casey Information Architecture User Interviews Prototype & Test Results Research Interaction Visual
- 47. Never let someone else show your designs to company leaders without the creator (you) in the room. Feedback firsthand is the most powerful tool…the telephone game leads to horrible designs and experiences. “ – Rachel Daniel, UX Director MaxPoint
- 48. Let’s Dance
- 49. Don’t work in isolation. Part of your role is educating each other on the value of UX + PM
- 50. You are a team, not competitors. Consider the pressures your PM faces and hear their side of the story.
- 51. “ – Eddie Howard, MaxPoint PM #TeamEdward The biggest challenge? Knowing enough about, and staying plugged into, all aspects of the different business units to make smart decisions that impact multiple groups.
- 52. Where are the gaps and how can UX help? Take a moment to evaluate the team your PM is working with.
- 54. Challenged minds expand product advancements. Tension is sometimes a good thing.
- 55. “ – Christina Wodtke Designer, have some empathy. Do some user research. Take your PM to lunch. Ask them what his dreams are, ask how she is compensated. Ask what his biggest challenges are. Ask her what the best designer she ever worked with was like. Maybe you’ll find out she has a hard job, and you are part of the reason why. Maybe you’ll find a way to be successful together. Go give your PM a hug.
- 56. Rachel Daniel @RainbowliciousD Special thanks to some amazing individuals on our UX team: Esther Lee Ricardo Cortes Bethany Faulkner Heidi Adams Illustrations by Esther Lee Thank You
Notas del editor
- Two scenarios: 1. A Product Manager has been hired to work with UX. 2. You are starting a new UX job that has a Product Manager(s).
- Product Mangers are a jack-of-all-trades. They have to juggle these responsibilities at all times.
- Before meeting a Product Manager I think about four character traits I want to understand before working with them on a project. Gaining initial context of a Product Managers background, experience, personality and specialties helps UXers frame initial conversations.
- Critical point in the courting process because this initial conversation provides context. What is their background as a Product Manger? Have they worked with different disciplines within UX? Or do they view UX holistically as one discipline and do not understand the difference? Was the team made entirely of Visual designers or Engineers called (UI)? Small talk frames the next conversation about introducing the team, your process, and structure. Tell them how your team operates.
- Product Managers are caught up in their world of product(s) where they loose track of the details within other company products. UX typically will communicate the details and similarities amongst our various products since we work on them collectively. PM trusts UX and will trust the person UX puts them in contact with to carry out the company’s product vision.
- Our UX team is made up of 3 pillars (Research, Interaction, Visual Design). We rely on each of our core pillars to cover all the other areas within UX. We develop checkpoints during our UX process to ensure everyone is on the same page. Our UX findings may affect the outcome such as we can’t use a certain technology or this initiative isn’t what is needed to solve the problem.
- Product Managers are continuously multitasking within their product bubble to ensure their product goals and initiatives are on track. Their job is to ensure all of these parts are collectively working together. UX communication throughout our design process helps our Product Managers determine if the parts will work for our users and align with the product strategy, vision, and business goals.
- How do we start to build powerful relationships with our Product Managers?
- Overlapping roles can lead to the majority of confrontation amongst PM and UX.
- PM and UX roles are similar. In the UX role, the foundation consists of user research, interaction design, visual design and the goal of a MLP. In the PM role, the foundation consists of the Product Vision, Strategy, and Business needs. And reach an MVP state to ensure speed to market.
- Defining roles too early before understanding each role’s strengths can lead to…
- A line drawn between PM and UX roles can encourage disputes. ‘That’s my role so stay out.’ What if you work for a small company with 1-2 PMs and 1 UXer? Or you have a tight deadline? This clear cut role definition can interfere with PM & UX acting as a united team. And this wont help the product succeed.
- Defining all the details can lead to ‘oh that’s not my job’ and the blame game. Some key tasks fall through the cracks. Ultimately hurting your end product and therefore further burdening your users.
- If one role takes on too many tasks it can lead to limited or no collaboration. Which then eliminates trust.
- It can also bog down the role that is monopolizing and hinder product advancement.
- Don’t draw lines, play the blame game, or monopolize roles. Instead align on well-defined strategic goals as a duet (UX + PM) and work with each other on how to tackle the common tasks.
- PM should stay out of the nitty gritty design details but still be involved in the how. If our goal as designers is to establish empathy then in order to do so we need to get everyone in the room to define what our user’s needs - And that is part of the how.
- Sometimes UX defines the what based on user research findings that steer the product in a clear direction.
- Fluid teams work best. This puts product managers into the “how” and allows for UX to define the “what” through user research.
- Fluid teams establish mutual trust between the two roles. Within this type of environment UX and PM roles both continue their symbiotic relationship and build better products.
- Perspective of a PM’s wide-ranging duties, and how PMs have to juggle a lot of different interests.
- Illustrates wide range of responsibilities and level of accountability that a PM must maintain. UX is just one voice in the din of teams a PM juggles
- Even though PMs have different skills and specialties, they rarely take on specialty titles. Unlike interaction designers or visual designers, a PM doesn’t have the luxury of not doing the part of the job they don’t understand. If you are a Product Person and the time comes to do your KPIs, you suck it up. Personify your product managers and think about their needs, goals, and abilities. Again, when you begin working with a product manager start them off with a blank slate (meaning don’t categorize them until the third date) http://www.soulcraft.co/essays/the_12_common_archetypes.html
- Personify your product managers and think about their needs, goals, and abilities.
- A good way to deal with the fearful PM is to over-explain things. Make sure you provide detailed information to help your PM feel secure about the decisions that have been made.
- Need to touch base on all UX areas with a newbie PM so they can get a full understanding of the UX process
- If you’re new, or trust the experienced PM, it’s easy to go along with what they request instead of questioning (in a good way).
- When I meet a seasoned PM, I tell them the top 3 challenges my team faces and ask how they can help. Constructively challenge their ideas - don’t be afraid to ask why?
- An experienced PM often trusts their UXers, so it is best to focus on the initiatives — ‘ask why’ and the results.
- Educate them on SUS scores, task analysis, and success metrics What happens when an action is clicked? Where do users go next? How do you measure the success of a feature? Such questions can be answered by tracking flows. Effectively document visual interactions so communication is not lost in translation amongst teams from UX to PM to Engineering. Put it as acceptance criteria in the JIRA ticket. If you wait to do visuals and animations at the end, it’s often very overwhelming. UXers will inevitably hear from an engineer, “if I’d have known it needed to look like this or animate like this, I wouldn’t have built it like this” - that brings it back to something they care about. they don’t want to burn out their team or make their developers do lots of rework.
- Technical PMs should be involved in Prototyping and Testing to understand what’s important to users and what UX decisions shouldn’t play second fiddle. Then emphasize the results of UX decisions to move forward with further iterations and improvements if necessary.
- http://uxreactions.com/post/138154444289/when-a-pm-hands-me-a-wireframe
- Uninstall OmniGraffle from their machine while they are out to lunch :) Totally kidding :-/
- The Creative PM wants to be involved, so involve them! Whiteboard with them when determining the information architecture, invite them to user interviews so they gain a better understanding of the users they’re producing for, and have them sit in on user tests to see how important the research stages are to the design process.
- Share early and often throughout your process. Ask questions about their vision and share you designs and thoughts…if they don’t see where you are taking the direction then continue working on your designs and show them again. Combine PM and UX research to create a clear picture and gain insights together. Create a template together so if we need to do a time study or conduct contextual interviews each person (PM or UX) are working from the same template so the data matches. Host improv design jams (show-and-tell sessions) and discuss what you are working on in other products they don’t oversee.
- Remember the strengths of your PM dance partner. Let your guard down. Share you weaknesses and see where their strengths will align. Product Managers will be much more receptive to requests and push back when they feel supported by you.
- Fluid teams work best - consider what type of agile team they are working with?? They might be getting pressure to deliver to the market quickly, or from the business.
- Features might be cut because the team has a tight deadline. So our UX pitches in to code and sit with developers to make interactions work. https://productcoalition.com/three-jobs-of-product-management-9e006f944bc7#.2wm2h8ghp
- Tension is sometimes a good thing. UX should challenge PM’s ideas and visa versa. This leads to some of the best products.
- Learn your PM’s life and ask them out for a drink. Go give your PM a hug.