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Posted May 25, 2011

Experimental iPhone Photo Gallery

After getting an iPad recently I discovered how many applications there are for making art. From drawing to photography. While playing with these I have become very excited about using the iPhone for photography. These are few of my early experiments.

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Filed under  //   art   iphone   photography  
Posted May 24, 2011

OK, They Gave You the Title: Product Manager: Part 1

Learn your trade, be empathetic, learn to compromise, always collaborate and earn the trust of your peers and customers.

There are several realities you must come to grips with in an early stage or start-up when you have the title product manager. The first thing: run out and read everything you can. Learn all the best practices. Network with other product managers. Go out and get some training, Explore tools. Research and know the market. Create a roadmap. Prioritize the projects. I could go on and on and on.

Then run back and try to implement all of this fantastic process. The excitement swells and your vision of the future is clear. You realize...sadly... no one cares that your the product manager and they don't even know what one is. Like you, they have their own agendas and priorities.  You're only an obstacle to getting engineering to build a solution for them. But don't fret my friend, there is light at the end of the tunnel. 

One of the most important things you can do is be empathetic to your peers. A big part of your job will be listening, hearing, acknowledging, babysitting, reassuring, building trust and communicating. The thing is, once you have done all of your research and you have a plan, you still have to prove you know the what, why, how and show how your plan makes everyone else(the company) successful.

Every profession has it's own language and process. Every professional, or at least a passionate professional, believes in the dogma of their profession. Product management is no exception and I strongly believe in the tenets of our trade. If applied correctly they can lead to a successful product. Implementing the processes needed requires (in order):

Empathy:
When you can be empathetic to your peers you gain valuable insight into your product. Spreadsheets and market data are valuable, but their are other variables that should impact your priorities. Sit in on meetings, listen to phone calls and develop personal relationships across organizations. Knowing their jobs, obstacles, priorities and day to day experiences gives you insight to your product in ways you would never think of. You want your peers to be successful, to help them you need to know what success means to them and how that feels.

If you can't empathize, find another job.

Compromise:
Sometimes a small concession means the world to a peer. If your empathetic to their situation you can see how comprising and working with them impacts there job. If a concession doesn't put the product at risk, doesn't bog down resources and can be leveraged later on then it's the right thing to do. If your peers know they can work with you they will be more accommodating when you can't deliver what they ask for. It's much easier to comprise when you can empathize with a person or situation.

Be smart, but be aware that product maturity happens over time. A good roadmap accounts for flexibility and the unexpected. Being able to deliver in a crunch, as long as there is value, can make you rock star. You'll become confident in your own role when you know how it affects your peers in the organization.

If you can't compromise, find another job.

Collaboration:
No one person should be making all the decisions on product direction. Everyone brings something to the table. Barrels of insight and creativity exist across your organization. If you don't communicate and engage your peers you run the risk of alienating yourself and losing support for projects. When people contribute, they are invested. By collaborating you gain invaluable creativity, insight, and now have champions for a project.

Ego has no place in product management. The only thing that matters is a successful product, and the only way to achieve that is through collaboration. You can set the direction, but let the problem solvers solve the problem. Shut up and listen. Incorporate what you hear with what you already know and be a leader. Lead the team to find the right answer. You'll be confident the decisions and direction being taken are correct, and comfortable if you learn the direction was wrong and have to make changes.

If you can't collaborate, find another job.

Trust:
You get this one for free if you have done the above three things. Your peers need to know you are making the right decisions, their needs are heard and acknowledged and you have the knowledge and expertise to lead. A trusted product manager can truly direct a product to success. You'll be confident your peers support the decisions made.

By the time you have the trust of your peers you will have implemented the processes that you learned and embraced when you understood what the industry means by "product manager". You will have discarded what doesn't work and adjusted what does to exploit the greatest benefit for your organization. Without trust you will have no support and it won't matter what your spreadsheet says because no one will care. They'll find any way possible to bypass you and all of your time will be spent maneuvering and politicking while the product to suffers.

If you don't garner trust  you'll have to find another job.

In part 2 I'll take a look at some potential organizational peers and their traits.








Product Management Is Not For Egocentrics

I work for a company that is moving from a start-up to young business. Recently, I was moved into the role of "Product Manager". While every company has it's own nuances in organizational structure, the role of product manager is still being defined from industry to industry. I have found it very difficult to learn how to be a "product manager" for the software company I work for.

I have a design and engineering background which has provided me a view of the many roles in the business of software development. I know and can interact with business, design and engineering, or so I thought.

Becoming a "Product Manager", at least in an early stage company, has presented a unique set of problems and a change in attitude. When I was a designer and experience developer I spoke the language and evangelized an ideal. As an engineer I did the same with a different set of principles. I was passionate with both. When transitioning from those roles to a business role it was very difficult to express that passion in the appropriate context. I will always feel design and explore implementation.

What I have learned is finding and articulating the problem is more valuable to a product than engineering a solution. If your not providing a solution to a problem, either at the macro or micro level, your not developing a product that is useful.

A product manager cannot believe they hold any power. A great product manager distills the knowledge of every conceivable resource into a product plan then articulates that plan to those who will make the product successful.

The ability to communicate and understand needs across organizations is critical. A product manager MUST be able to manage sales, customer service, design/UX, engineering, marketing, executives, the board, users, customers and anyone else you can think of.

Managing expectations, timelines, relationships, requirements, deadlines etc etc etc. A product manager juggles the weight of the company on their shoulders. Implementing a strategic plan to do this is not an event but an ongoing task. Being a successful product manager requires you to be be empathetic to everyone you have to interact with. Not to the point of doing their job or caving to a request, but knowing what they need to be confident and successful. If they are successful it means you, as a product manager, have done well. You have managed the production of a product that can be sold, thrills customers/users and positions the company for the next stage of growth.

My advice:
  • Know your product. (This seems obvious, but depending on what your product is this can present an array of challenges.)
  • Never believe you know it all, or have the right answer. Let experts do their job.
  • Know and evangelize the products/organizations distinctive competence. (If you don't know what it is, find another job)
  • Know your stakeholders and their personalities.
  • Know the priorities of everyone you work with.
  • Know the language of everyone you work with. (i.e. sales people speak of the world differently than engineers - they are looking for audible cues from you)
  • Be patient and introduce change, don't force or "implement" processes. Use your relationships to move the organization in the right direction.
  • Don't piss off anyone. I'm not saying be a tool, but if you don't earn trust and respect you'll get nowhere. 
  • Always be empathetic to your customers, users, engineers, designers, customer service, sales etc. There is knowledge to be gained here and this is where you can find passion. Both are powerful.

You will be a successful PM if you can see the product from everyones view and needs, aggregate those views and needs with your product and market knowledge, plan with this information, and effectively communicate that plan so your peers are successful. Always remember that no matter how awesome a product is, if you do not have the support of everyone in your organization you risk product failure.

Collaboration Semantics - What is a group in social/professional/workflow communities?

I have been discussing the use of the term "group" in the context of collaborative online environments. I firmly believe when designing interactive tools you should not break convention unless:

  1. There is a clear use case to so, that can be well articulated.
  2. You know your audience and can prove the change benefits them.
  3. It has been usability tested and the new convection shows improvement over the old.

That being said I am not convinced that the idea of "group" is pre-established as a convention across platforms. To some degree each environment sets it's own subtle standards. In one, a group may be a workspace for a subset of individuals to complete a goal, for something else it may be a distribution list and for others a subset of people related by some identity marker who interact frequently. I could go on with a shopping list of use cases that have some variance or another, but I won't.

The discussion revolves around these two basic arguments:
  1. A group is a space where people can do (x) and the membership is managed.
  2. A group is a collection of managed people that be used for whatever with no pre-determiniation of the groups function.

The first is a common metaphor in social software. Someone can start a "group" in Linked In that allows them to manage membership and provides a space to collaborate. My argument is the group is actually the people and the space is the place they do stuff in, i.e. number 2. Now I agree that a group is useless without a goal and some environment to achieve that goal, but I believe they are still distinct. A system may always generate a workspace when a group is created, but the group itself is not the space but the people. So here is the question I am noodling: Is it intuitive to refer to the group as the membership and the space as a space when creating an interface for people to work with "groups"?

I suppose it becomes less vague with a clear use case, but in my conundrum the use cases vary, from specific workflow goals to more open collaboration around some common "thing". I believe it is important to set a standard for a platform and then continually support that standard to provide orientation for the user base, but I have to consider a broad user base including community managers who have to accomplish some organizational goal to individuals who may have any number of personal/professional goals. The expected outcomes vary and are often unclear.

Right now I don't think I could defend my argument with any more validation than the opposition, which makes me consider the alternative even though my gut tells me it's an incomplete metaphor. Any insights would be greatly appreciated.

Filed under  //   Collaboration   Group   Social Software  

Google Wave and the Business Use Case

Since entering Google Wave and trying to figure out how we can use this new collaborative tool there has been allot controversy in our office. Some love it, some are not sure and some see potential. When using for business collaboration I think it's important to understand a Wave should be finite. Older Waves seem to be nothing more than noise. Where it is an interesting collaborative tool, it has become very quickly yet and thing I have to spend 15 minutes to a half hour on every morning. I already have email for that.

I see Wave being useful for carrying on a conversation after a meeting, collaborating on a topic in a time box and collaborating with offsite co-workers. The lack of organization to means once these conversations are finished they need to removed and if need the result recorded in a more organized permanent tool, like a wiki.

Google Wave does not remove the need for face to face. A danger with relying on Wave is no one knows when a person in a topic will be log in, unless it it required by the organization. That being said asynchronous conversation does not replace real conversation.
Anyway, I do see this as being a very valuable tool. How it's used will determine my affair with it. Check out this blog: http://www.designinginteractive.com/company/10-tips-to-better-google-wave-con.... I know these guys and think this a good way to start using Wave.

Filed under  //   Collaboration   Google Wave   Work flow  

Social Interaction Software Design

I have been thinking about the laundry list of possible interactions in various social software applications. View, comment, create, rank, subscribe, share, post, add, tag, connect, message, search, invite and probably many other verbs that describe what people do. I playing around with an exercise to assess the varying values these verbs provide to the community and the person. The two variables that seem to stand out are impact to others, impact to me and how often it occurs.

Depending on the community type and personality I plug in, these values shift dramatically. Environment, membership and active personalities add extensive variation. This poses a great challenge to developing broad based social software in market verticals. Sub-communities and providing micro areas with larger organized communities can allow for more specific observation and encourage greater participation, especially from the lurker who wants to participate but has class barriers that prevent them from doing so. This also provides an array of lenses to observe and react to behavior to continually improve these environments.

I loved Sachin's presentation on "Designing for social traction: Turn a user into a passionate customer *before* making them sign up for your service" (http://sachin.posterous.com/designing-for-social-traction-turn-a-user-int). The concepts are very fresh and provide a new perspective for developing active communities for our customers/user's.

Filed under  //   Community   Interaction Design   Social Media   Social Software  

Taking a Breath

Photos

I had some time tonight without any pressure to do anything. I picked up on some projects that have been long neglected. One of these was cleaning out a room that could have been on an episode of "Hoarders". Bags of crap, papers, magazines and assorted junk found their way to my trash and boy, that felt good. My Dad was on my mind though. I have been dealing with his death and it's really fucked me up. He was a real standup guy. A beautiful person who had integrity, intelligence and compassion. He was the ideal Dad. He taught me to be strong and independent, to give people the benefit of the doubt and to work my ass - because that's what people do. I survived because of him.

He became sick about two years ago and it broke him this summer. My Dad shot himself - and dealing with that is the most fucked up thing ever. It's been more than a month and still does not feel real.

Luckily a demanding job has kept me occupied. But, tonight finally clearing out that room I came across photos I don't even remember even having. Not just of Dad, but some weird collage of the last 40 years. This entire month has been kicking me in the ass, forcing me to look at myself, and I have fought it tooth and nail. Now, while digging through a bunch of trash I came across all of this. It feels good to remember. It feels good to be here.

Life Is So Common

As I sit here and think about the reason(s) I started this blog. In the beginning it's to try something new. A place I could start to market myself using a very convenient tool. I launched a new career move and thought here is a place I could catalogue my ideas and become a thought leader. The execution was fuzzy at best. A photo here a thought there but nothing professional. Work takes so much time and the theory becomes the topic of so many conversations. I just didn't have the cohesion of thought or the time to do what I really wanted to.

 Today things all seem very different. The stars never seem to align all at the same time. This is life I suppose and when I recollect the stories from people in my life I know this is true for us all.

 After investing so much of who I am, my time and desire into work I find a year and half later it may really pay off. I have found a rhythm with a roll I never heard of six months ago and we find a market hungry for our goods. In fact, things are looking very good. Without having crossed the "We Did It" line, myself and my co-workers should feel very encouraged if not down right excited with the prospects we have.

 While focusing so much on work my Father has been on a path of physical decay and my Mother over fifteen years has been decaying mentally. The reality of dealing with a person with severe mental illness, a person you love, is an unbelievable drain on the soul. This especially true when they offer moments of hope, quickly dissolving into familiar hopelessness. A vibrant wonderful person who has so much to offer the world cannot grasp the humans and opportunity that surrounds her. At the same time, their partner who is another person loved dearly, is struggling with them and colossal health issues. In the midst of this my sense of family obligation and love encouraged me to provide love and support.

 Then the breakdown. I gave up and became completely self absorbed. Cut my family off completely. Became enraged at my mother and screamed obscenities. I left with no plans to return, and I didn't. for almost six months I have cut myself off because I could no longer tolerate the complexities and pain caused by my Mother's illness. I let my Father suffer it alone. Now I struggle with the fear that my decision doomed my father to continued health decline and left a truly wonderful man, father and husband to endure alone.

 Today I have learned this amazing man, who gave me so many lessons in what it means to be a good human is most likely dying. I find myself at this time lost and confused. Guilt and absolution flow in different directions and I am the intersection.

 At a time when I have worked so hard with the reward in sight, I find my other life holding the reins. It's true you can't have it all. Aspects fade in and out. Life turns and takes you with it. The good and bad come and go when they choose and your left to sort out each moment as it passes. All the little things keep adding up, or falling away. In the end I hope love transcends my actions.

Posted May 7, 2009

What a stellar day in Dallas

Got up early and went apartment hunting. I can't believe how affordable and cool downtown living is here. Pools, gyms concierge services etc. Beautiful apartments that had me gasping, given an opportunity I would have signed two or three leases today.

 Then we went to the Fish Market for lunch. Outstanding is all I can say. Then off to the aquarium which was very entertaining. If you come to Dallas both are a must.

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Posted March 5, 2009