PITA 030

Written By randy silver

ICEBREAKER: Venn Comedy Challenge
TOPIC 1:  Prioritisation for portfolios - innovation vs BAU, and How to prioritise amongst a portfolio of potential projects

  • How do we decide on priorities and get people aligned?

  • Clear goals and objectives are key, at a company level

  • Clear understanding/transparency on what stages things are at

  • Stakeholders want procedural justice

  • Weigh up one bet against another bet

  • Metrics: impact on lack of attention on BAU, or lack of innovation

  • Dot voting with virtual money - helps people understand the scarcity of resources (or capacity)

  • 80/20 - 80 sustaining low-risk / 20 on higher risk innovation?

  • Value chain mapping

  • Don’t split Innovation and BAU into different teams

  • Pick the projects that align to long term plans

TOPIC 2:  Divvying up and/or collaborating on UX responsibilities (wireframing, research, etc.) between UX team and PMs. How much should a PM know/do to be most helpful while not stepping on the toes of others?

  • What’s the difference between for and with?

  • Doing something lo-fi to communicate in a shared language can be useful

  • Being mindful of A11y can be useful and come from anywhere

  • Expertise in research/UX can come from people in different seats

  • It’s a Venn diagram - it’s facilitating and learning as much as making the diagrams; polished design comes later

  • Set the person who is the expert as the expert

  • Expect varying degrees of competency - and train up by pairing w/ people who are better than you

  • https://productcoalition.com/the-10-best-and-worst-venn-diagrams-explaining-product-management-f6006c82476c

TOPIC 3:  What symptoms do you watch out for in an SME in order to avoid getting too corporate while the company is growing?

  • First symptom: people aren’t talking to each other. They form silos.

  • Ask the team what they don’t want - and why

  • Red flag: we do this because we have always done it like that because someone said so

  • Processes keep getting added - and none get killed. (Add expiration/review dates to any new meetings or processes)

  • Pick an experiment that will fail so you can kill it and everyone experiences making it go away, and gets permission to do so

  • Chesterton's Fence: A Lesson in Second Order Thinking Reading Time | 8 minutes A core component of

  • Ask: what will be missing if we remove this? But pair with a retro

  • People regularly skipping a meeting is a key indicator

  • Meetings where people just don’t show up and this happens regularly

TOPIC 4:  How do you earn trust in/with a new team?

randy silver
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