Designers are generally happy with a certain amount of ambiguity, but their key skill is essentially creating order out of chaos.
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Ironically developers often hate having to ditch features or do rework. However because very little upfront thinking has happened, and because this is the big lie of agile, PMs end up getting the “blame” for changing things.
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PMs find themselves in the tough situation of having to explain to the business what the business is getting and when, without having done the necessary upfront thinking/planning. With no true product vision, things understandably change more than they could.
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Designers are frustrated with product because they’re not allowed to think about things deeply in advance. Developers are frustrated with product because things keep changing and product are therefore at fault.
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While product managers are sat in the middle being beaten up by both sides, and then having to go back to “the business” to explain why their scope, time and cost estimates were wildly off. I’m glad I’m not a PM.
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Product management is seriously the hardest job in tech. When things go right designers, developers and business people take the credit. When things go wrong, those problems are laid at the feet of the product managers.
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However anytime somebody puts their hands up and says “I wonder if the process we’re using could be contributing to this problem” they get beat down by agile zealots, which doesn’t seem very “agile” to me.
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Not every problem can or should be broken down to fit the largely arbitrary length of a typical agile sprint. Agile projects need to properly embrace iteration rather than just giving it lip service.
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Ultimately Agile is a great process for delivery but struggles with discovery. Some designers and PMs are all about delivery so fit in nicely. Others straddle both, and invariably struggle.
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In companies where discovery is basically a group of execs deciding they want a thing and a PM writing a bunch of tickets, that’s fine. In companies where discovery involves developing user empathy and solving business problems before they manifest in code, not so much.
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And I thinks that’s the rub here. Forcing complex, often existential business problems onto the production team to solve in a two week window, is a recipe for shallow thinking and substandard results.
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