{"id":1107,"date":"2012-10-20T17:14:44","date_gmt":"2012-10-20T17:14:44","guid":{"rendered":"http:\/\/www.danielyerelian.com\/blog\/?p=1107"},"modified":"2012-11-16T19:50:59","modified_gmt":"2012-11-16T19:50:59","slug":"top-1-of-project-managers","status":"publish","type":"post","link":"https:\/\/www.danielyerelian.com\/blog\/2012\/10\/20\/top-1-of-project-managers\/","title":{"rendered":"Top 1% of Project Managers"},"content":{"rendered":"

\"\"<\/a>The below is from Ian McAllister. Great advice that can be applied to more then just project management.<\/p>\n

—<\/p>\n

The top 10% of product managers excel at a few of these things. The top 1% excel at most or all of them:<\/em><\/p>\n

Think big<\/em><\/strong>\u00c2\u00a0<\/em>\u00e2\u20ac\u201c A 1% PM\u00e2\u20ac\u2122s thinking won\u00e2\u20ac\u2122t be constrained by the resources available to them today or today\u00e2\u20ac\u2122s market environment. They\u00e2\u20ac\u2122ll describe large disruptive opportunities, and develop concrete plans for how to take advantage of them.<\/em><\/p>\n

Communicate<\/em><\/strong>\u00c2\u00a0<\/em>\u00e2\u20ac\u201c A 1% PM can make a case that is impossible to refute or ignore. They\u00e2\u20ac\u2122ll use data appropriately, when available, but they\u00e2\u20ac\u2122ll also tap into other biases, beliefs, and triggers that can convince the powers that be to part with headcount, money, or other resources and then get out of the way.<\/em><\/p>\n

Simplify<\/em><\/strong>\u00c2\u00a0<\/em>\u00e2\u20ac\u201c A 1% PM knows how to get 80% of the value out of any feature or project with 20% of the effort. They do so repeatedly, launching more and achieving compounding effects for the product or business.<\/em><\/p>\n

Prioritize<\/em><\/strong>\u00c2\u00a0<\/em>\u00e2\u20ac\u201c A 1% PM knows how to sequence projects. They balance quick wins vs. platform investments appropriately. They balance offense and defense projects appropriately. Offense projects are ones that grow the business. Defense projhects are ones that protect and remove drag on the business (operations, reducing technical debt, fixing bugs, etc.).<\/em><\/p>\n

Forecast and measure<\/em><\/strong>\u00c2\u00a0<\/em>\u00e2\u20ac\u201c A 1% PM is able to forecast the approximate benefit of a project, and can do so efficiently by applying past experience and leveraging comparable benchmarks. They also measure benefit once projects are launched, and factor those learnings into their future prioritization and forecasts.<\/em><\/p>\n

Execute<\/em><\/strong>\u00c2\u00a0<\/em>\u00e2\u20ac\u201c A 1% PM grinds it out. They do whatever is necessary to ship. They recognize no specific bounds to the scope of their role. As necessary, they recruit, they produce buttons, they do bizdev, they escalate, they tussle with internal counsel, they *.<\/em><\/p>\n

Understand technical trade-offs<\/em><\/strong>\u00c2\u00a0<\/em>\u00e2\u20ac\u201c A 1% PM does not need to have a CS degree. They do need to be able to roughly understand the technical complexity of the features they put on the backlog, without any costing input from devs. They should partner with devs to make the right technical trade-offs (i.e. compromise).<\/em><\/p>\n

Understand good design<\/em><\/strong>\u00c2\u00a0<\/em>\u00e2\u20ac\u201c A 1% PM doesn\u00e2\u20ac\u2122t have to be a designer, but they should appreciate great design and be able to distinguish it from good design. They should also be able to articulate the difference to their design counterparts, or at least articulate directions to pursue to go from good to great.<\/em><\/p>\n

Write effective copy<\/em><\/strong>\u00c2\u00a0<\/em><\/strong>\u00e2\u20ac\u201c A 1% PM should be able to write concise copy that gets the job done. They should understand that each additional word they write dilutes the value of the previous ones. They should spend time and energy trying to find the perfect words for key copy (button labels, nav, calls-to-action, etc.), not just words that will suffice.
\n——-<\/em><\/p>\n

Source\u00c2\u00a0<\/a>. Thanks to my buddy Gabe for the fwd.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

The below is from Ian McAllister. Great advice that can be applied to more then just project management. — The top 10% of product managers excel at a few of these things. The top 1% excel at most or all … Continue reading →<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[299,78],"tags":[],"class_list":["post-1107","post","type-post","status-publish","format-standard","hentry","category-project-mangement","category-science-2"],"post_mailing_queue_ids":[],"_links":{"self":[{"href":"https:\/\/www.danielyerelian.com\/blog\/wp-json\/wp\/v2\/posts\/1107","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.danielyerelian.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.danielyerelian.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.danielyerelian.com\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.danielyerelian.com\/blog\/wp-json\/wp\/v2\/comments?post=1107"}],"version-history":[{"count":0,"href":"https:\/\/www.danielyerelian.com\/blog\/wp-json\/wp\/v2\/posts\/1107\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.danielyerelian.com\/blog\/wp-json\/wp\/v2\/media?parent=1107"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.danielyerelian.com\/blog\/wp-json\/wp\/v2\/categories?post=1107"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.danielyerelian.com\/blog\/wp-json\/wp\/v2\/tags?post=1107"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}