Working effectively with software engineers as a Product Manager requires understanding their needs, communication preferences, and how to bridge the gap between business goals and technical execution. Here are five key strategies based on my experience:
1. Communicate the “Why” Behind the Work
Engineers are more motivated and can provide better estimates when they understand the purpose behind the tasks. As a Product Manager, it’s crucial to articulate how each feature or product improvement aligns with the overall business objectives and benefits the end user. This not only fosters a sense of purpose but also helps engineers see the bigger picture. For example, during my tenure at Vendasta, explaining the potential impact of our AI bot on usability and accessibility helped align the team’s efforts and led to more accurate project timelines.
2. Foster Collaborative Estimation Sessions
Traditional top-down approaches to estimation often make engineers uncomfortable. Instead, collaborative estimation sessions can be more effective. In these sessions, engineers discuss the requirements, ask questions, and collaboratively arrive at an estimate. This approach not only leads to more accurate estimates but also empowers engineers. At Yesware, I implemented regular estimation workshops where product managers, designers, and engineers would collectively discuss and estimate tasks, which significantly improved our planning accuracy and team morale.
3. Focus on the Minimum Viable Product (MVP)
Setting deadlines based solely on estimates can lead to stress and burnout. A better approach is to agree on an MVP that delivers core value to users and establishes a baseline for further development. This iterative approach allows the team to make continuous improvements based on user feedback. At FullContact, we adopted an MVP-first strategy that allowed us to launch a developer platform quickly and then iterate based on real user interactions, which not only met customer needs more effectively but also maintained team agility and motivation.
4. Create a Feedback Loop with Engineers
Engineers need continuous feedback to understand how their work impacts the end user. Establishing a feedback loop where customer insights and usage data are regularly shared with the engineering team can be highly beneficial. This practice ensures that engineers remain connected to the user experience and can make informed decisions about technical improvements. During my role at Kapost, I set up regular feedback sessions where engineers could hear directly from users and stakeholders, leading to a more user-centric approach in our product development process.
5. Build Trust Through Transparency and Support
Building trust with your engineering team is paramount. This involves being transparent about priorities, challenges, and changes. Supporting your team by removing roadblocks and advocating for their needs within the organization builds a collaborative culture. In my role at Stealth Startup, I maintained an open-door policy and regularly communicated the strategic reasons behind our product decisions, which fostered trust and created a supportive environment where engineers felt valued and heard.
TL;DR
By focusing on these strategies, you can create a collaborative and effective working relationship with software engineers, ensuring that your product development process is both efficient and aligned with user needs. This approach not only helps in delivering high-quality products but also in maintaining a motivated and cohesive team.
For many Product Managers the key is to shift the framing from “Do this now!” to “What can we build that is just valuable enough?”. Changing the stance from a statement to a question resets the whole approach. With this new perspective we can invigorate Engineers and Designers to circle around the real problems we are trying to solve. We’ve called these “milestones”, “horizons”, “releases”, etc. The name isn’t as important as the idea it represents. All teams perform better when they operate from a place of autonomy. In my experience, this gets us a deliverable date without the unnecessary stress often associated with “hard” deadlines.