As a product manager, there is no more important relationship than the relationship with your engineers. In order to communicate successfully with your engineers, you need to serve as the bridge between the needs of the business—and the technical realities of timelines and feasibility. See how to do it in this a real-life example.
- As a product manager, there is no more important…relationship than the relationship with your engineers.…For most product teams with more than four engineers,…you will have a technical engineering lead…often referred to as a tech lead.…The teach lead serves as the most frequent…point of communication between the product manager,…product designer, and the engineers.…As a product manager, you are the bridge…between the needs of the business…and the technical realities of timelines and feasibility.…
I like to say that as a product manager,…you sometimes have to speak two languages.…If the business needs are one language…and the engineering teams speaks another,…you need to speak both.…Let's look at a scenario in which our product manager Ray…is speaking with the tech lead Jason and his engineers…in order to come to an agreement on product timelines.…- I was just talking to the CEO…and we have only 30 days to finish…analyze these changes to our user onboarding process.…
Can we do that?…- Based on our estimates, we need at least 45 days…
In this course, Jay Clouse reviews the roles and responsibilities of the typical product team and explains the nuances of communicating with each group of stakeholders, including senior leaders, company partners such as sales and marketing, and customers themselves. The course includes real-life scenarios that show these communication strategies in action during phases of product management—including customer discovery, road mapping, and sprint planning.
- Product team principles
- Members of the product team
- Product manager responsibilities
- Communicating with senior leaders, sales, marketing, and customer service
- Communicating with customers