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Master the Art of the Product Manager 'No'

letsnotdothat.com

81–90 of 173 posts

Re: Master the Art of the Product Manager 'No'

#81
Well - instead of this random pick of a reason, why not use AI to build a tiny AI app that has the roadmap as context, and provides educated answer?

Assuming a PM cannot comprehend entire roadmap, vision and details in their head, simply have the answer based on merits.

This is the intercom post from 2013 on the same topic - https://www.intercom.com/blog/product-strategy-means-saying-...

Anyway, copied the "reasons" here in case you want to use it locally. e.g.

    ## bash: 
    shuf -n 1 why-not.txt 

__

       const sampleData = [
                  { "text": "Let's add that to our discovery backlog" },
                  { "text": "What problem are we trying to solve?" },
                  { "text": "That's an interesting perspective for our long-term roadmap" },
                  { "text": "Let’s park that idea for now" },
                  { "text": "That’s worth considering once we have more resources" },
                  { "text": "We should validate that with users first" },
                  { "text": "Can we revisit this after the next sprint?" },
                  { "text": "It’s a great thought, but let’s prioritize our current goals" },
                  { "text": "I’d like to hear more thoughts on this from the team" },
                  { "text": "Let’s circle back after we’ve tackled the core priorities" },
                  { "text": "We need to ensure alignment before moving forward" },
                  { "text": "That might be more relevant in the next planning cycle" },
                  { "text": "We should let this marinate a bit longer" },
                  { "text": "Let’s pencil it in for further discussion later" },
                  { "text": "Let’s table this for now" },
                  { "text": "That’s a good thought, but let’s revisit it later" },
                  { "text": "Let’s keep this in mind for future consideration" },
                  { "text": "We’ll need to assess this in the context of our current objectives" },
                  { "text": "Let’s put this on the back burner for now" },
                  { "text": "Interesting idea, let's explore that next quarter" },
                  { "text": "We should prioritize getting feedback from stakeholders first" },
                  { "text": "This might be a phase two initiative" },
                  { "text": "That could fit in a future roadmap iteration" },
                  { "text": "We’ll need to revisit this once we’ve hit our milestones" },
                  { "text": "Let’s gather more data before moving forward" },
                  { "text": "I think this could be valuable down the line, let’s revisit then" },
                  { "text": "Let’s schedule a follow-up on this when the time is right" },
                  { "text": "This could be part of a larger initiative, but let’s hold off for now" },
                  { "text": "Let’s focus on the immediate deliverables first" },
                  { "text": "We’ll circle back once we have more clarity" },
                  { "text": "We already finalized our OKRs for H1 but if you throw it in the backlog maybe we can get it prioritized in H2 planning"},
                  
                ]

Re: Master the Art of the Product Manager 'No'

#82

Earlier quoted context omitted.

On climate change, are we somewhere between step 3 and 4? It sure looks a lot that way to me. Maybe closer to 4 soon. That conversation is exhausting, or kind of the inverse of this, overwhelming confidence in the success of future technologies that do not really exist yet.

Re: climate change, what can the US and other actors do for "support" when China's still at Yes Minister step 1? China's the biggest emitter and doesn't care. [0] [0] https://en.wikipedia.org/wiki/List_of_countries_by_greenhous...

I love when people like you post with no concept of "per capita". Then there's always frustration at the people who do understand the concept and realize the "point" is simply a result of ignorance.

China is at 30% renewable energy. The US is at 21%. And the president of the dirtiest country in the world, lots of smart people are saying it, that's just what they call the US these days, they say, passed an executive order to ban new solar and wind power. Sad!

Re: Master the Art of the Product Manager 'No'

#83

Earlier quoted context omitted.

I think whether you're at 3 or 4 depends largely on what latitude you live at. I have many colleagues who are seriously considering moving because the weather is getting too extreme where they're at. Meanwhile people in mellower climates don't even see there's a problem, they're happy there's somewhere warm they can take a holiday in the cold months.

I live in LA - I am born and raised, never even left the city until I was an adult - I think it’s the best place on earth, but the recent natural disaster has made up my mind for me. I’m still grieving a little in my head about it, but long suspected this day could come - my home is losing fire insurance. I’m not sure I can even sell it if the market goes into a downturn, I don’t really even have a hard decision. the…

> northern alaska could become pretty temperate

If you're worried about wildfires, I'd look it up and reconsider Alaska...

Re: Master the Art of the Product Manager 'No'

#84

"Please fill out the feature request form - that will create a ticket." Mark ticket P4. In all seriousness, the best thing is to have management that clearly communicates what the high level company goals are on a quarterly (or whatever cadence is appropriate for your business) basis. People don't like to hear no, but they understand "the main objective for the quarter is to close $X in new deals in Y market segment,…

This is what we do at my current job, they follow "safe" (scaled agile framework - don't look it up if the scrum inforgraphic already gives you shivers), but it boils down to two weeks of tidying, innovation and learning (in practice it's just more regular work) and two days of intensive planning, where from top the main priorities for the quarter are outlined and all the teams figure out what they are going to do and more importantly what dependencies they have on each other so every team can plan that.

Re: Master the Art of the Product Manager 'No'

#86

Earlier quoted context omitted.

Also, but rarely: Some engineer wants it bad enough that they just build it -or some version of it- and then some executive gives the go-ahead to invest more into it. At the end of the day, ideas are just ideas. Execution is everything.

I've learned the value of this. Some people don't realize the value of something unless you show it to them. It's a risk for sure but honestly it keeps me sane vs trying to get 10 people aligned before starting something and then running out of time. People will happily take credit for your work after it works.

I once worked on an application that integrated with a third party api. The way it did this was with a large and horrible client library that used a separate db to cache the data.

The data was then fetched from the main application and used to rebuild the pages (in the main db) based on this data once a day.

The library had lots of problems, and one day it stopped working. I was tasked with fixing it - we had the source code, it was purchased from someone and copied into the repo. I spent most of the week if not more trying to figure out what was wrong, but I couldn't. What I did learn was that this library was some of the worst most pointless code I'd ever seen.

So I told the team that I think I can rebuild this thing from scratch faster than I can fix this bug. The intermediate db is pointless and most of the library code is dead, the rest is garbage. I can make a simple little thing that does exactly what we need better, faster and easier.

Nope. No bueno, fix what we have. So I spent a few hours over the weekend, less than a workday, building the new solution. Come Monday I had it pretty much working, a few things needed to be done but it already supported the use case. The pages were built correctly, they had the necessary content but some things were a bit messed up, nothing difficult to fix.

Showed it to the team, said I want to use this and delete the old stuff - nope.

The only half-decent explanation I got was that the client had paid a way too high amount of money for this garbage library and I guess the team lead didn't want to tell them we wanted to throw it out or something like that.

Re: Master the Art of the Product Manager 'No'

#87
post #78

Earlier quoted context omitted.

Not working. Do more? The US is buying pv panels produced on Chinese coal power. And no party is catching China's GHG productions. Arguing cumulative historicals is playing into propaganda, and per capita? China is doing enough? They're building new coal plants! You can't be serious.

We need to do much much much more. Starting with banning ICE cars by 2035 if not sooner Did I say China was doing enough? No Are they do enough? Hell no Is the US doing enough? Hell no Arguing historicals and per capita plays into Chinese propaganda because there is some truth to it. There is also truth to the fact that China emits twice as much as the US and almost a third of the worlds emissions. I don't like or tr…

Electric is seen as some miracle fix but it's really not that simple. ICE producton lines won't just disappear.

Emergency and industrial vehicles will need to remain ICE to a large extent because you don't want to be reliant on the grid and because they need tons of range, there's a reason they pay for extra large fuel tanks.

Vans and trucks don't really work as electric unless you're the post office just doing a trip around the block carrying no significant weight and stopping every 10 meters for the entire workday.

Cost and fire concerns are an issue.

People who travel long distance daily for work are much better served by a diesel.

Also chucking all of our ICE cars at the third world probably isn't a good way of improving emissions. What we probably actually need is hybrids, eco fuels, lighter and smaller cars on average, (electric) motorcycles/scooters, vehicles that last longer, retrofit emission improvement kits for older vehicles, etc.

Re: Master the Art of the Product Manager 'No'

#88

Earlier quoted context omitted.

I live in LA - I am born and raised, never even left the city until I was an adult - I think it’s the best place on earth, but the recent natural disaster has made up my mind for me. I’m still grieving a little in my head about it, but long suspected this day could come - my home is losing fire insurance. I’m not sure I can even sell it if the market goes into a downturn, I don’t really even have a hard decision. the…

> northern alaska could become pretty temperate If you're worried about wildfires, I'd look it up and reconsider Alaska...

You know alaska is massive and geographically diverse right?

Re: Master the Art of the Product Manager 'No'

#89
post #86

Earlier quoted context omitted.

I've learned the value of this. Some people don't realize the value of something unless you show it to them. It's a risk for sure but honestly it keeps me sane vs trying to get 10 people aligned before starting something and then running out of time. People will happily take credit for your work after it works.

I once worked on an application that integrated with a third party api. The way it did this was with a large and horrible client library that used a separate db to cache the data. The data was then fetched from the main application and used to rebuild the pages (in the main db) based on this data once a day. The library had lots of problems, and one day it stopped working. I was tasked with fixing it - we had the sou…

As soon as the stakeholders have a say in the technical implementation (other than financial and time constraints), you’re in a world of hurt.

Re: Master the Art of the Product Manager 'No'

#90
post #59

Earlier quoted context omitted.

Or you work at a non-software company where the technical folks ultimately report to a non-technical boss, or are outnumbered by nontechnical executives. In which case, there's the real danger of a bunch of 0 getting shoved down your collective throat to the tune of "it's all a priority, get it done."

> "it's all a priority, get it done." Reminds me of a product owner I had who abused priority categories by insisting that the majority of his tasks were "top priorities" because he had discovered that any time he didn't mark a task as a top priority it wouldn't get done. Every team ended up sorting his tasks as a flat list so that when he asked people to "make this a top priority" it was up to him to decide where it…

That reminds me of a technique in the Slow Productivity book by Carl Newport. The gist is, if you cannot control the flow of work, the best thing to do is to create a buffer and make the workload visible. So they can visualize how any new task is going to disrupt it.
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