What process changes have you seen leadership put in place that have completely ruined your/ other PMs motivation or ability to do their job?

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Detaching strategy from product development

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@Lead PM - your situation is different. The situation I describe is non-product managers defining a product strategy.

Putting some stupid team between me and the business users to prevent me from getting quality feedback

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Not the OP commenter but for me it’s account management. It’s hell to get discovery work done

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Changing the org structure where the PM does PA work 😂😂

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One I’ve seen - they removed team ownership areas and now all teams work on all areas of the app. No PMs know what to do or where to focus their discovery. And picking up projects is a crapshoot because no one knows about the projects they’re picking up

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Holy shit 😰

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Making product report into sales, and having no autonomy over roadmap decisions

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Yes, I’m dying slowly inside. I’m not sure how to handle this

Taking over the roadmap from the PM’s. This is 100% a moral killer and does not result in positive results long term. I want/need my PM’s to own their roadmaps and I empower them to do what is needed for the market. I provide context for certain items but they own it.

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Are you talking about your current gig? Who is doing the taking of roadmap and what is your role in that?

Using super tiny MVPs to test something’s usage that needs much more than an MVP to actually be used. So many MVPs have “failed” because they were way too small to even be considered an MVP

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Yup!! We will use an MVP for something we plan to fully build anyways and the MVP will get low adoption because it’s just so tiny and doesn’t do what it’s supposed to do. Then we won’t complete the feature because of low adoption. It’s an endless cycle we’ve been repeating for over a year. We’ve released hardly any features and have removed all MVPs we’ve tried…they never make it to V1

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1. Complete reorg of product teams (worst part of this was renaming EVERY team and product... impossible to know who's who)
2. Jungle of disparate apps for PDLC (ProductBoard, Confluence, Miro, Lucid, docs, tableaus)
3. Taking over roadmaps with no ability for recourse

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Counter point of forcing PMs to use certain tools to do their jobs. Like we went from Miro to Lucidchart, Jira to Shortcut, Google Sheets to Asana. Using tools with even less functionality is the worst.

Project charter should be created by Product Managers 😏

Merging PO and Scrum Master roles

Promising clients timelines before checking with the product teams on feasibility and effort

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