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As a technical PM:
Attend standup at 10am, make sure there’s no roadblocks and resolve them if there is. (Via JIRA sprint reports and Zoom)
Meet with engineering managers, address most updated metrics with current initiatives (I make some tableau dashboards pulling data from JIRA and NewRelic)
Have a weekly meeting with TPMS and BA “community of practice” in the company to discuss learning opportunities or new skills (we use Asana)
Attend weekly engineering business review (with engineering managers, PMs, and VPs)
Review work from engineers, send feedback if necessary
Have few other 1:1s in the company
Attend staff meeting with department head and engineering managers (Asana again)
Overall I love my job, I used to be a DS at deloitte and can answer any questions
D2- Data Scientist. Thank you! I honestly don’t regret it at all
my day is meetings. When I'm not in meetings, I'm "meeting". More or less a summary of the above.
- Checking in with engineering pods to see if I can give any clarifications or remove roadblocks for ongoing projects
- Review customer feedback and requests from CSMs, devise some potential solutions, vet feasibility and effort with engineering, tweak specs, write it all down in detail
- Review roadmap and high priority items and work with TPMs/Project Managers to schedule for future dev sprints
- For large, cross functional projects, meeting with multiple engineering teams and supporting PMs/TPMs/project managers to figure out a mutual architecture and handoff points. Giving TPMs for each engineering team detailed descriptions of desired end state and what work I need from each team to be broken down into dev tasks. Defining milestones and success criteria
- Reviewing proposals/answering questions for marketing, design, or analytics teams. Sometimes asking them to help support some research
- Querying data and doing analysis myself to understand/confirm how often X thing happens to make a judgement on if engineering should address it sooner vs later
- Building web apps on my own time to keep skills fresh and ensure I can be a peer to engineering
Bowl Leader
Very company dependent - eg at the company I’m at much of your time is reactive. We don’t have a split between TPM and PMM, everyone is just a PM that is in charge of both customers/consumers as well as working tightly with engineering teams. As your product or component grows with the company, you tend to shift toward a more proactive phase
A non exhaustive list..
- if agile, attend stand up; identify and resolve blockers
- review sprint w eng manager; course correct, prep for grooming and/or planning
- attend eng team syncs on specific projects
- drive cross-team projects (this one’s highly dependent on what phase the project is at in the product development lifecycle but often youll have a few running in concurrence; one is longer term (multi-quarter), 1 medium term (next quarter), 1 short term (this quarter))
- pull core metrics/KPIs for recent release
- meet w csms/customers for customer discovery/misc
- aid partner sales team (offline)
- attend product team meetings
- attend lunch and learns
- communicate team status through weekly active work review w rest of eng
- meet w gtm organization to determine strategic imperatives eg pricing/packaging of product and/or marketing
- if quarterly planning, meet w eng manager/other pms to construct roadmap for the team
- grab 15m to get some actual work done (during working hours!) when youd create & review key assets; writing PDDs/PRDs, building Decks, reviewing proposals/eng design docs, answering emails/reading customer feedback, etc...