Didier Varlot

The most important is to first listen to their worries regarding your project and determine the core problem that could be tackled solving more than the worries of one of the stakeholder, but most of the worries of nearly all the stakeholder. The stakeholders are as the users giving feedback, they see the problems from their point of view and express the solution that they would like to be implemented.  I usually use the following process: Listen to all stakeholders Analyze the information recei ...Read More

The Insight I gained from internal stakeholders helped me get a more precise idea of how to prioritize the projects. User feedback is really important, but it is also very important that you don't let the user drive your strategy. This is where the insight from the internal stakeholders becomes important. It ensures that your strategy is aligned with the company's global strategy. Be customer-centric, not customer-led As a product manager, you need to be customer-centric. You need to be obsessed ...Read More

This is the role of the product managers to bring up what the users want to see built. This is usually not good practice to have the executive giving too much guidance. The executive should give the vision, and the product managers should determine the features on the roadmap based on the prioritization they determined with the users to achieve the vision. It could be an advantage when the leadership doesn't provide guidance as it prevents the bad top-down approach of product management. The exe ...Read More

From my experience, a historically tense relationship comes from a conflict in the sense that both functions have two irreconcilable points of view or courses of actions as necessary to fulfill their objectives. Each one sees the other's point of view as preventing them from achieving their objectives. I would first advise listing the undesirable effects of such a tense relationship and then drawing a logic tree to find the root cause of this tension and identify the conflict. Several types of t ...Read More

I start working as a product manager from one unexpected opportunity from a career of 35 years of project management. The role of a product manager is one of those less well-defined I have ever encountered. It can mean very different kinds of jobs in different companies.  I would first advise reading about the experience of actual product managers in various companies via their blogs or some articles. and I would then consider if this is what I want to do. I would try to reinforce some of the sk ...Read More

The main risk is constantly deprioritizing the Compliance and maintenance work and building a tech debt at such a level that it will take forever to pay it back.  There are two kinds of situations: 1- you do not have a vast tech debt, and you can manage compliance and maintenance work by allocating a fraction (10 to 30%, depending on the amount of work)of your capacity to this work. The remaining capacity work on development-related work. Alternatively, whenever a developer touches a part of the ...Read More

When departments have different opinions on prioritization, the product manager needs even more to have a transparent and data-driven prioritization method. Sales is a very important source of prioritization, and the art of product management is to find the right balance between supplying features that will unlock further sales, features that will please existing users, and resolving bugs and tech debt. The old say "it is less expensive to keep an existing user than to acquire a new one" remains ...Read More