One article about behaviors that impact Processes or Frameworks

That was a polite title for “Hmmm…it is maybe your fault.”

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  1. An executive decision is made that we would start a new given Process B, and many people (usually the same ones in the first step) complain about the changes.
  2. Once we start stabilizing the new given Process B, for a small period of time, people will love it at the beginning, and completely hate the previous given Process A. Here are some classical statements said: “I swear I will do XYZ if we get back to Process A!” or “I hope we are not stupid to get back to Process A!”.
  3. Once the honeymoon ends (it is usually a short period), the same mistakes done before pop up, and the loop restarts.

A wise man once said: “The definition of insanity is doing the same thing over and over again and expecting different results.”

At the end of the day, it doesn’t matter which Process or Framework we are working through if we are making the same wrong decisions. Those mistakes are what I would like to speak about in this article.

“Adjust” the process so we could sneak in roles and responsibilities that shouldn’t exist in the “new world”

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Focus on deliveries rather than the user needs

If you follow my articles you probably notice I get back to this topic very often. That’s because I see this mistake very often as well. We shouldn’t be focusing on getting rid of a particular feature and look for the next one just as a “check in the box” purpose, but rather making sure that the functionality we are working on will actually benefit our customers and really enhance our product for good.

Define the scope, delivery date, and budget before closing the solution

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Centralize the decisions

One important thing we should foster in the organizations is empowerment. Empowerment reduces bureaucracy and the time to react to a change. We want our Teams to be empowered to make more decisions and leave only the really tough ones to the leadership. If we invert that logic, we will create a bottleneck, which is another big mistake. Bottlenecks lead to frequent status meetings, command-control type of operation, and a lot of frustrated and unhappy people.

Don’t care about Feedbacks

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Define unhelpful metrics

We are currently in the “Age of Data”. Numbers and Facts are more than helpful, are mandatory. They are crucial for organizations to make the right decisions. And more than that, data is really what will divide the good from bad Product Managers, really soon. So the problem is not the metrics, is HOW you use it, and HOW you define it.

Just a Product Manager enjoying talks about Product Management and Productivity | Geek | Working in Tech Industry | LinkedIn: ricardoaam