YOU
PM
PM
Click on the role and find out:
What the colleague needs from you? What you need from the colleague?
And what you should not do?
What the colleague needs from you? What you need from the colleague?
And what you should not do?
PM Stakeholder Map
in an IT-giant
Your right hand for all technical matters, manages programmers
Engineer Manager
What the colleague needs from you
What you need from the colleague
You should not do
- Clear answers to all what/why questions at all levels: Product Strategy, PRDs for features, clear JIRA stories
- Help if something is unclear/there are disagreements with other products
What you need from the colleague
- Managing programmers (dispute resolution, career growth, turning ideas into code, etc.)
- Ensure development speed
You should not do
- Don't try to manage programmers instead of their EM
- Don't try to get into how instead of what/why
- Don't expect a product strategy from the EM
Turns your ideas into code
Developer
What the colleague needs from you
What you need from the colleague
You should not do
- Clear answers to all what/why questions at all levels: Product Strategy, PRDs for features, clear JIRA stories
- Help if something is unclear/there are disagreements with other products
What you need from the colleague
- Working code, i.e. turning your ideas into features
- Tell me right away if something isn't moving on and you need help
You should not do
- Don't try to get into the details of development with your advice
- Don't expect programmers to make all product decisions themselves
Responsible for the convenience and beauty of the UI
Designer
What the colleague needs from you
What you need from the colleague
You should not do
- Strategic product direction, but no details
- Limitations (for example, we can't make 3D images yet)
What you need from the colleague
- Convenient and clear UI that meets product requirements
You should not do
- Don't tell the designer “Draw it exactly like this”
- Don't be too abstract (“We need a purchasing process”)
Responsible for UI and/or API testing
QA Specialist
What the colleague needs from you
What you need from the colleague
You should not do
- A clear task of what to test and how it should work in an ideal world
What you need from the colleague
- Make sure the features come out without bugs
You should not do
- Don't be too abstract (“We need to test it here”)
Makes data answer the questions
Analyst
What the colleague needs from you
What you need from the colleague
You should not do
- Clear assignments and questions to answer
What you need from the colleague
- Dive into a sea of data and extract simple, structured answers from there
You should not do
- Don't be too abstract (“I need sales data”)
- Don't try to give advice (“I recommend using regression here”)
Understands what users really need
User Researcher
What the colleague needs from you
What you need from the colleague
You should not do
- A clear task: what feature/hypothesis needs to be tested (“How users approach ordering a taxi”, “What problems arise at the payment stage”)
What you need from the colleague
- Conduct research with N users and provide a structured report with recommendations for improvements
You should not do
- Don't be too abstract (“What do users think about our product”)
- Don't be too detailed (“Find out what they think about this button”)
Tells new users about the product
Marketing Specialist
What the colleague needs from you
What you need from the colleague
You should not do
- Clear explanation of key value and real existing features
- Marketing budget and goals
What you need from the colleague
- Bring new users or activate old ones
You should not do
- Don't try to advise on fine-tuning of campaigns
- Don't avoid explaining the real essence of the product
- Don't forget to clarify which features already exist and which are at the idea stage
Helps you grow and solves everything that you cannot solve
Group Product Manager
What the colleague needs from you
What you need from the colleague
You should not do
- Business impact (creating business benefits)
- Independence in defining your strategy, goals, sprints, etc.
- Clarity of all plans without the need to pull them out of you
- Solving everyday problems without escalation for any reason
What you need from the colleague
- Clear department goals
- Jointly created personal development plan
- Support in case of blockers or problems with leaders of other departments
- Opportunity to test ideas with an experienced product manager who is on your side
You should not do
- Don't constantly argue with the manager, considering yourself always right
- Don't demonstrate a lack of independence and don't ask for help on any occasion
- Don't demonstrate a lack of self-reflection and unwillingness to listen
Responsible for all department technologies, manages team leads
Senior Engineer Manager
What the colleague needs from you
What you need from the colleague
You should not do
- May come with non-functional requirements for the entire department (for example, all teams must migrate to new databases)
What you need from the colleague
- Can be useful when you need to make a complex system involving several teams - SEM will help gather the right people and make sure they agree on key points
You should not do
- Don't complain about your EM to their manager without trying to resolve the dispute yourself
- Don't blindly reject technical requirements offered by SEM
Responsible for all aspects of technology, right hand of the CPO
Engineering Director
What the colleague needs from you
What you need from the colleague
You should not do
- Very rarely can ask what this or that service of your team does
- But in general, their level of activity is too far from your details
- In small companies, they replace the role of Architect and Tech Lead
What you need from the colleague
- In large companies, as a rule, nothing
You should not do
- Don't jump levels to get a “brilliant” idea to leaders
Responsible for all aspects of the company's product
Product Director
What the colleague needs from you
What you need from the colleague
You should not do
- If you are leading a large project, you may be asked to make a short presentation (or 1 slide) for the CPO
- In small companies, they replace the role of Lead PM
What you need from the colleague
- In large companies, as a rule, nothing. But you can ask about the 5-year vision (as a rule, it is already in every corporate newsletter).
You should not do
- Don't jump levels to get a “brilliant” idea to leaders
- Don't argue with the director without clear data
Responsible for ensuring that the company does not become a spaghetti mess of technology
Architect / Tech Lead
What the colleague needs from you
What you need from the colleague
You should not do
- May become interested in one of your services and even insist on some changes for the benefit of the overall architecture of the company.
What you need from the colleague
- Can be useful when you need to make a complex system involving several teams - the architect will take on the role of resolving disputes
You should not do
- Don't try to teach an architect “how to do it right”
- Don't try to build your product in defiance of the company’s architecture
Leads complex projects across teams, responsible for who/when
Project/Program Manager
What the colleague needs from you
What you need from the colleague
You should not do
- Will ask for project completion dates and will check on progress every few weeks
What you need from the colleague
- Can be useful in complex projects with multiple dependencies: they will help you create an execution plan and collect status updates for you
You should not do
- Don't try avoid questions about status of your project - the PjM will achieve their goal through pressure or escalation
- If you need the PjM's help - don't be too abstract but set a clear task (goal, teams, deadlines)