Regrets? I’ve had a few, particularly when it comes to books. Take Business Patterns for Software Developers, perhaps the book I’m proudest off, certainly the book which was hardest and longest to write.
While I’m very proud of the book I regret the name. I remember several conversations with my editor about what to call the book. Even back then I knew it wasn’t the right title. Now it is easy to see: it should have been titled: Strategy Patterns for Software Products.
Or consider Continuous Digital, this masterpiece sets out my philosophy more than any other book – which might be why it didn’t sell! This book was ahead of its time; not infrequently I’m gripped by an idea and think “I must write about this…” Sometimes it is only as I start to write the words I think “Haven’t I written this before…” and there it is in Continuous Digital.
Continuous Digital is packed full of ideas, whether it is Time-Value Profiles, the value of nothing, deadlines over dates, diseconomies of scale, software as an asset, and purpose – all ideas which could be books themselves (and I really want to write a book all about purpose.)
Or consider the my advice on teams: Amoeba teams, minimally viable teams, Conway’s law, value seeking teams, team life cycle and more. If you know what you are looking at you can see what went on to become Team Topologies. About the time I was writing “CD” I worked on a project with Matt Skelton and we had long conversations about teams.
But the thing I regret most: Product model.
CD is cut through with discussion of products, I never say “the product model” but that is essential what I’m talking about. Today, when talk of “the product model” is common it is easy to I’m arguing for a product model way of working. I even though that at the time but I never call it “the product model.”
While CD and Project Myopia tried explain why projects were not a good idea and what to do instead they both avoided the topic of Project Managers, and if you focus on products not projects what do you do about Project Managers, who replaces them?
I’ve long considered many project manager role to be junior managers, the first step on the management ladder. Many project managers would be better thought of as work managers. Many project manager roles are now replaced by Delivery Managers. This does come closer to Work Manager role so it is a way of keeping some of the role without the project bit.
It is too simplistic to say Product Managers are the replacement because Product Manage is too different role. Now, 10 years later I’m starting to think that obvious answer might be the right one. But the Product Managers I’m seeing are not the Silicon Valley style “market fit” one. When I was first a Product Manager I probably saw that model as the right model but now I don’t. It is one version of Product Manager. I regret not seeing this sooner.
The Product Manager I’ve been in the last few years carries a lot more strategy than most Silicon Valley PMs. I spend a lot of time thinking about how to product will improve and where I want to take it. (This also differentiate the role from the misnamed Product Owner role which is usually (and wrongly) a lesser Product Manager.)
I promise to write more about the way I’m seeing the Product Manager role these days and why as it becomes more widely used it looses its original, and ultimate, feedback loop: money.