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Working effectively with Engineering


   Atul Suklikar

   Co-founder, VP Product Management

   Softrock Systems
Speaker Background

   Education: BS EE, MS CS, MBA

   Oracle Corporation: 4 years in Engineering

   Siebel Systems: 6 years in Product Marketing

   Softrock Systems: 6 weeks
An Engineer’s Demonization of a PM          Courtesy Billy Connolly




Sub-second response time
                                      FLEXIBILITY
      Usability
           Huge market
                  Press coverage
                    Standards support
                           Features
                              Bugs
SENSE OF                          Enhancements
URGENCY                                  Bells & whistles
Agenda

   The Goal

   The Context

   The Keys to Success - Provide value to Engineering
    •   What constitutes value?

    •   How do I provide it?

   Summary

   Questions and Insights
The Goal

   Translate Product Strategy into a successful
    Product Reality

   Build lasting relationships with Engineers

   Have fun building products
The context

3 Possible Organizational Relationships between PM and Engineering




       GM/CEO             GM/CEO               GM/CEO


     PM      ENG            ENG                   PM



                             PM                  ENG


       Typical                                   Rare
Typical Engineering Structure
                       VP                    VP of Engineering

            Director          Architect       •   Overall leadership

            Manager                          Directors & Managers
                                              •   Focused on delivery
 Engineer         Staff Engineer
                                             Architects
                                              •   “Big Thinker”
               : Typical Progression
                                              •   Typically longest tenured
               : Individual Contributor
                                             Staff Engineer
                                              •   “Junior” Architect

                                             Engineer
                                              •   Shortest tenured
Agenda

   The Goal

   The Context

   The Keys to Success - Provide value to Engineering
    •   What constitutes value?

    •   How do I provide it?

   Summary
What value can a PM provide to an Engineer?

   Be the voice of the customer
    •   Synthesize market requirements, customer pain-points, and competitive
        landscape

   Prioritize product development
    •   Release themes, product features

   Guide product wins
    •   Sales, market perception

   Help career progression
    •   Product success, internal visibility, external exposure
How can the PM provide that value?

   Fully understand
    •   Customer
                              Expert
    •   Market

    •   Current Product

   Gain the trust by being
    •   Reasonable
                              Partner
    •   Flexible

    •   Personable

   Effectively promote
                              Champion
    •   The Product

    •   The Engineers
Value provided by the PM - Details

   Establish yourself as the Expert

   Build a Partnership

   Be a Champion
Establish yourself as the expert

   Areas of expertise:
    •   Customer

    •   Market

    •   Product

   Key parties to target
    •   Architects, Managers, Directors

   Who can help
    •   Other perceived Experts – PM, Sales, Services

    •   Architects
Building and Communicating Customer Expertise

   Familiarize yourself with customer usage
    •   High level knowledge about a large number of customers

    •   Deep knowledge about a small number of customers

   Use specific customer/prospect names and usage data in MRD use
    cases and in conversations

   Have your management reiterate your stature as an expert
    •   In meetings, conversations, emails…

   Reinforce the perception through first-hand contact
    •   Appropriate Sales or Service people

    •   Customers
Building and Communicating Market Expertise

   Familiarize yourself with the competitive landscape
    •   High level knowledge about a large number of competitors

    •   Deep knowledge about a small number of competitors

   Share this information periodically with Engineering through white
    papers, demos, news clippings

   Present a balanced view about their strengths and weaknesses and
    how you compete against them

   Use Engineering’s help in analyzing underlying technology trends
    to augment your reading

   Limited first-hand contact with Analysts
Building and Communicating Product Expertise

   Familiarize yourself with the existing product
    •   Technical training

    •   Install development builds frequently

    •   Participate in testing of the product

   Understand the architecture through conversations with Engineers
    •   Focus on the what as well as the why

   Reinforce the perception that you understand the product
    •   MRDs contain references to how things currently work

    •   Explaining current product behavior in joint Engineering & PM meetings

   Be balanced in your communications
Value provided by the PM - Details

   Establish yourself as the Expert

   Build a Partnership

   Be a Champion
Build a partnership

   Characteristics of a good partner
    •   Reasonable

    •   Flexible

    •   Personable

   Key Parties to target
    •   Engineer, Staff Engineer, Architect, Manager, Director

   Who can help
    •   Your manager

    •   Architects, Managers
Being Reasonable

   Common pitfalls
    •   Request 10 X the number of features that would fit in a given release
    •   80% of features are marked as P1

   A better approach
    •   Articulate a multi-release vision for the product
    •   Get the Architects and Directors to embrace and own that vision
    •   Jointly work with them to define the delivery roadmap

   Over time, develop a feel for (crude) estimations of level of effort
   Involve Architects and Staff Engineers early in the definition
    process
Being Flexible

   Always keep the big picture in mind
    •   This is a repeated interaction game – many releases, many products, many
        features

   Prioritize judiciously

   Break down features into granular sub-features so that the
    essential aspects are not compromised

   Entertain alternate implementations to achieve the same end goals

   If resources are insufficient, offer to make the case to management
    for additional investment or reallocation
Being Personable

   Interact with Engineers in non-work settings
    •   Take your Engineering team to lunch
    •   Explore common interests – sports, movies, etc.

   Make it a point to get to know the (junior) Engineers well
    •   Drop by their office to chat about what they are working on
    •   Ask for demos and provide ad-hoc feedback

   Always share positive product feedback
    •   Forward congratulatory emails regarding sales, deployments, etc.

   Attend Engineering staff meetings on an as-needed basis
   Invite the Engineering Manager to your staff meetings
Value provided by the PM - Details

   Establish yourself as the Expert

   Build a Partnership

   Be a Champion
Be a Champion

   Things to champion
    •   The Product

    •   The Engineering team

   Key Parties to target
    •   Product – All

    •   Team – Especially Engineers, Staff Engineers, and Managers

   Who can help
    •   Your management
Champion the Product

   This is part of your normal responsibilities

   The key is to keep Engineering informed and excited

   Present a successful pitch or conference presentation to the
    Engineering team

   Share favorable Product Press immediately

   Debrief the Engineering team on conference feedback

   Share clever applications of the product developed for sales deals
    or by customers
Champion the Engineering team

   Give visibility to key accomplishments
    •   Especially for Engineers, Staff Engineers, and Managers

    •   Examples:
        —   An email to all of PM advertising a brand new feature acknowledging the developers

        —   An email to PM and Sales Management crediting developers of a particular feature
            that was key to winning a deal

   Increase name awareness of the Engineers among your management
    during meetings, conversations, etc.

   Nominate Engineers you work with for awards

   Recognize good work by Engineers by conveying your appreciation
    to their managers and director
Value provided by the PM - Details

   Establish yourself as the Expert

   Build a Partnership

   Be a Champion
Summary

   The Goal – A successful Product Reality

   The Context & Structure

   The Keys to Success - Provide value to Engineering
       Expert

       Partner

       Champion

   Questions and Insights
Thank you


   Atul Suklikar

   asuklikar@softrocksystems.com

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Working with Engineering

  • 1. Working effectively with Engineering Atul Suklikar Co-founder, VP Product Management Softrock Systems
  • 2. Speaker Background  Education: BS EE, MS CS, MBA  Oracle Corporation: 4 years in Engineering  Siebel Systems: 6 years in Product Marketing  Softrock Systems: 6 weeks
  • 3. An Engineer’s Demonization of a PM Courtesy Billy Connolly Sub-second response time FLEXIBILITY Usability Huge market Press coverage Standards support Features Bugs SENSE OF Enhancements URGENCY Bells & whistles
  • 4. Agenda  The Goal  The Context  The Keys to Success - Provide value to Engineering • What constitutes value? • How do I provide it?  Summary  Questions and Insights
  • 5. The Goal  Translate Product Strategy into a successful Product Reality  Build lasting relationships with Engineers  Have fun building products
  • 6. The context 3 Possible Organizational Relationships between PM and Engineering GM/CEO GM/CEO GM/CEO PM ENG ENG PM PM ENG Typical Rare
  • 7. Typical Engineering Structure VP  VP of Engineering Director Architect • Overall leadership Manager  Directors & Managers • Focused on delivery Engineer Staff Engineer  Architects • “Big Thinker” : Typical Progression • Typically longest tenured : Individual Contributor  Staff Engineer • “Junior” Architect  Engineer • Shortest tenured
  • 8. Agenda  The Goal  The Context  The Keys to Success - Provide value to Engineering • What constitutes value? • How do I provide it?  Summary
  • 9. What value can a PM provide to an Engineer?  Be the voice of the customer • Synthesize market requirements, customer pain-points, and competitive landscape  Prioritize product development • Release themes, product features  Guide product wins • Sales, market perception  Help career progression • Product success, internal visibility, external exposure
  • 10. How can the PM provide that value?  Fully understand • Customer Expert • Market • Current Product  Gain the trust by being • Reasonable Partner • Flexible • Personable  Effectively promote Champion • The Product • The Engineers
  • 11. Value provided by the PM - Details  Establish yourself as the Expert  Build a Partnership  Be a Champion
  • 12. Establish yourself as the expert  Areas of expertise: • Customer • Market • Product  Key parties to target • Architects, Managers, Directors  Who can help • Other perceived Experts – PM, Sales, Services • Architects
  • 13. Building and Communicating Customer Expertise  Familiarize yourself with customer usage • High level knowledge about a large number of customers • Deep knowledge about a small number of customers  Use specific customer/prospect names and usage data in MRD use cases and in conversations  Have your management reiterate your stature as an expert • In meetings, conversations, emails…  Reinforce the perception through first-hand contact • Appropriate Sales or Service people • Customers
  • 14. Building and Communicating Market Expertise  Familiarize yourself with the competitive landscape • High level knowledge about a large number of competitors • Deep knowledge about a small number of competitors  Share this information periodically with Engineering through white papers, demos, news clippings  Present a balanced view about their strengths and weaknesses and how you compete against them  Use Engineering’s help in analyzing underlying technology trends to augment your reading  Limited first-hand contact with Analysts
  • 15. Building and Communicating Product Expertise  Familiarize yourself with the existing product • Technical training • Install development builds frequently • Participate in testing of the product  Understand the architecture through conversations with Engineers • Focus on the what as well as the why  Reinforce the perception that you understand the product • MRDs contain references to how things currently work • Explaining current product behavior in joint Engineering & PM meetings  Be balanced in your communications
  • 16. Value provided by the PM - Details  Establish yourself as the Expert  Build a Partnership  Be a Champion
  • 17. Build a partnership  Characteristics of a good partner • Reasonable • Flexible • Personable  Key Parties to target • Engineer, Staff Engineer, Architect, Manager, Director  Who can help • Your manager • Architects, Managers
  • 18. Being Reasonable  Common pitfalls • Request 10 X the number of features that would fit in a given release • 80% of features are marked as P1  A better approach • Articulate a multi-release vision for the product • Get the Architects and Directors to embrace and own that vision • Jointly work with them to define the delivery roadmap  Over time, develop a feel for (crude) estimations of level of effort  Involve Architects and Staff Engineers early in the definition process
  • 19. Being Flexible  Always keep the big picture in mind • This is a repeated interaction game – many releases, many products, many features  Prioritize judiciously  Break down features into granular sub-features so that the essential aspects are not compromised  Entertain alternate implementations to achieve the same end goals  If resources are insufficient, offer to make the case to management for additional investment or reallocation
  • 20. Being Personable  Interact with Engineers in non-work settings • Take your Engineering team to lunch • Explore common interests – sports, movies, etc.  Make it a point to get to know the (junior) Engineers well • Drop by their office to chat about what they are working on • Ask for demos and provide ad-hoc feedback  Always share positive product feedback • Forward congratulatory emails regarding sales, deployments, etc.  Attend Engineering staff meetings on an as-needed basis  Invite the Engineering Manager to your staff meetings
  • 21. Value provided by the PM - Details  Establish yourself as the Expert  Build a Partnership  Be a Champion
  • 22. Be a Champion  Things to champion • The Product • The Engineering team  Key Parties to target • Product – All • Team – Especially Engineers, Staff Engineers, and Managers  Who can help • Your management
  • 23. Champion the Product  This is part of your normal responsibilities  The key is to keep Engineering informed and excited  Present a successful pitch or conference presentation to the Engineering team  Share favorable Product Press immediately  Debrief the Engineering team on conference feedback  Share clever applications of the product developed for sales deals or by customers
  • 24. Champion the Engineering team  Give visibility to key accomplishments • Especially for Engineers, Staff Engineers, and Managers • Examples: — An email to all of PM advertising a brand new feature acknowledging the developers — An email to PM and Sales Management crediting developers of a particular feature that was key to winning a deal  Increase name awareness of the Engineers among your management during meetings, conversations, etc.  Nominate Engineers you work with for awards  Recognize good work by Engineers by conveying your appreciation to their managers and director
  • 25. Value provided by the PM - Details  Establish yourself as the Expert  Build a Partnership  Be a Champion
  • 26. Summary  The Goal – A successful Product Reality  The Context & Structure  The Keys to Success - Provide value to Engineering  Expert  Partner  Champion  Questions and Insights
  • 27. Thank you Atul Suklikar asuklikar@softrocksystems.com