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Product team strategy and makeup is an important ingredient to successful product building. Once a startup team is big enough to have a product manager, they have also started their journey of product team structuring. How do engineers manager other engineers? How to product managers work with engineers? Who signs off on product designs? How and when to implement a balanced team model?
Below is an assortment of articles and further reading on product team structure and strategy I’ve found especially valuable:
See The Journey to Product Teams (Infographic) | Amplitude
Check out the infographic we use at Amplitude to describe different product team structures and approaches to collaboration.
amplitude.com
Jotto: great teams are aligned teams
Or sign in with your email address Jotto is a private place where you and your team can thoughtfully discuss the things that bind you together: your values, goals, people, processes, and lessons.
parachute-health.jottohq.com
Jotto: great teams are aligned teams
Or sign in with your email address Jotto is a private place where you and your team can thoughtfully discuss the things that bind you together: your values, goals, people, processes, and lessons.
parachute-health.jottohq.com
TBM 12/52: The Basics
I'm not a process freak, but I do believe teams should have their house in order. You can get by with very little process overhead. Too many teams are spinning in circles (or sprints). It often isn't their fault, but still...the level of reactivity is so draining.
cutlefish.substack.com
Shreyas Doshi on Twitter: "A practical truth of being a PM at midsized & large companies is that you often rely heavily on several product & infra teams to improve your product. So while such a PM understands the importance of "focusing on the user" and "solving the customer problem", it ain't that easy. / Twitter"
A practical truth of being a PM at midsized & large companies is that you often rely heavily on several product & infra teams to improve your product. So while such a PM understands the importance of "focusing on the user" and "solving the customer problem", it ain't that easy.
twitter.com
giffconstable.com
giffconstable.com
Tuckman's stages of group development
The forming–storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965,[1] who said that these phases are all necessary and inevitable in order for a team to grow, face up to challenges, tackle problems, find solutions, plan work, and deliver results. As Tuckman knew these inevitable phases were critical to team growth and development, he hypothesized that along with these factors that interpersonal relationships and task activity would enhance the four-stage model that is needed to successfully navigate and create an effective group function. [2]
en.wikipedia.org
TBM 47/52: Operations (and ProductOps)
In operations, we take a look at a sociotechnical system, consider its goal(s), and then think about how to help that system "operate" more effectively. Operations can be a formal role. Or it can be a hat we wear as part of another role.
cutlefish.substack.com
Ten rhyming alternatives to Forming, Norming, Storming and Performing
Tuckman's four stages of team building: Forming, Norming, Storming and Performing have become established as the acknowledged method for any leader charged with building a new team (he later included a fifth 'adjourning'). At Ceannas we've developed alternatives that have allowed some leaders to cre
www.linkedin.com
Product managers - you are not the CEO of anything
Martin Eriksson argues that unless you're the founder and the product manager at the same time, you are not the CEO of anything.
www.mindtheproduct.com
The Phases Product Teams Go Through, From Product/Market Fit to Hypergrowth
Former Credit Karma CPO Nikhyl Singhal shares the phases a product org goes through as a startup matures - and his tips for transitioning between them gracefully. From the mistakes that are too easy to make to what to look for when hiring, his playbook helps founders and product leaders build teams capable of finding product/market fit and handling hypergrowth.
review.firstround.com
Product teams own capabilities, not (only) code.
As a software engineer, what is your job? and what is your value? On many teams, the work is "add features to this codebase." We congratulate teams for moving JIRA tickets from "defined" to "delivered." Meanwhile, the value to the business depends on value to the customers, or to people or software who in turn...
jessitron.com
