Guidance based on real experience

Author of the article: Kristina Kurdyumova

Product Mentor, Product Manager

In my career I worked in such companies as Avito, Rutube, MTS, now I work in the Bank [NDA] — and everywhere I had an independent development team.

Where each team member could not only do their part of the work, but also talk about the goals: from the annual ones for our stream to each individual task, and could also speak at a review, where they would be happy to talk about the business part, show graphs and, of course, a working product.

This seems ideal, but in reality, it is a completely feasible task for a manager.

In this article, I will share my approach and experience as a product manager to free up more time for Discovery and reduce my involvement in Delivery by delegating responsibility to the team and creating conditions for their independence.

To begin with, I will share my 3 pillars of teamwork, on which everything is built further:

1. A team is the power of people, not a “resource”.

2. The team is not children that need to be watched and controlled. Control is reduced to a minimum when everyone knows their role, goals, metrics and the meaning of their work.

3. The team is made up of smart and thoughtful professionals who are capable of not only making a working increment, but also coping with any problems that arise.

Basic principles of building an independent team

In order for the team to become truly independent and take on Delivery, I adhere to the following principles:

1. Understanding roles and expectations

It is important that each team member knows their roles and expectations. This is discussed in team meetings where common goals are formed.

2. Understanding the goals of each meeting

Scrum or Kanban meetings are not reports, they are aimed at discussing the drivers and barriers to achieving the goal. This is why I can skip the Daily or PBR (Product Backlog Refinement) – everyone knows the point of these meetings.

3. Kick-offs and regular synchronizations by goals

Hold kick-offs where you talk about the goals of the direction, OKRs and explain each metric to form a clear understanding of why we are doing this or that project. And don't forget to talk about personal things: what is someone's immediate goal, professional and personal. – this helps strengthen the team.

4. Transferring responsibility for product quality to the development team

My job is to form a backlog and prioritize tasks, protecting the team from the turbulence of the company. I do not dictate how to complete tasks; the team itself works them out to a technical level, and I only facilitate the discussions.

5. Freedom in decision making

Your job as a manager is to clearly define these boundaries and let your team know that they have the authority to make decisions on their own. If you understand that they can answer a question the team has, say it directly: “You guys can decide this on your own. I trust you as experts.” The team can decide more than you can imagine if you give them the freedom to act.

The key to success is to understand your role as a leader and delegate authority to your team, allowing them to take responsibility for their tasks.

My must-have touchpoints with the team:

1. Planning: Defining priorities and setting a common goal for the sprint.

2. PBR (Product Backlog Refinement) or “task grooming”. Here the team gets answers to questions and works through the tasks until they are ready.

3. Demo. Presentation of work results, achievement of goals and discussion of their impact on the product.

4. Retro. Discussion of what worked well and what got in the way in the sprint.

Yes, you see correctly, I did not specify “daily”. Daily is not a reporting meeting, but a team meeting to discuss progress towards the goal: drivers and barriers on the way to achieving it.

How to delegate responsibility to a team

1. Not to save, but to help find a solution. I don't decide for the team, but I help them understand the problem and find a way out, sometimes just asking to explain the situation in simple language. This gives the guys the opportunity to find solutions and develop on their own.

2. Deep understanding of architecture and problems [не обязательно, но здорово, если вы понимаете]I am immersed enough in the technical aspects of the product to understand where problems arise and can quickly help the team make decisions as a facilitator.

3. Willingness to solve problems through trust and openness. We do not look for someone to blame when problems arise. Instead, we discuss how to solve the difficulties that have arisen and support each other.

What does a product manager do if they don't manage the Delivery process?

If you're feeling: what are you doing then? Discovery, Discovery, Discovery.

• I do a lot of research and test quick hypotheses with the Discovery team (researchers, designers, analysts)

• I test hypotheses without involving development

• I'm looking for product growth points

• I make predictive models and do prioritization

It is the product manager who must define the product vision, test hypotheses and bring clearly formulated business requirements to the team.

Practical Tips for Shifting the Balance Towards Discovery

1. Set clear expectations for the team and create conditions for their implementation. The team must understand its autonomy and its role in achieving the product goals.

2. Stop micromanaging and controlling, focus on research. Use tools and processes that help delegate tasks and responsibilities to the team.

3. Invest time in training and developing your team so that everyone can take on some of the responsibility. Mentoring programs, training in new practices, and regular synchronizations help maintain a high level of engagement and professionalism.

4. Focus on proper planning and prioritization of tasks to minimize the number of “flights” and unpredictable changes. A clear planning structure and risk assessment help maintain stability and calm within the team.

5. Regularly update information on goals and changes in strategy. Communication is the key to successful implementation and adaptation to change.

Maintaining a team atmosphere

In addition to all of the above, an important aspect is maintaining a positive atmosphere within the team.

My team and I are in constant touch, and I hold 1-on-1 meetings with each member once every three months, even just to talk and find out how things are going – there are plenty of formalities at work. We always congratulate each other on birthdays, holidays and important events in life, and give gifts.

This helps to create a comfortable and friendly atmosphere where everyone feels like part of the team and a valuable member of the collective.

Shifting focus from Delivery to Discovery is not a dream, but a reality that can be achieved through building a strong team and effective management. The main task of a product manager is to create conditions for the autonomous work of the team so that it can take on Delivery, and the product manager himself focuses on strategic tasks, research and creating value for the business.

In the end, I would like to emphasize my values ​​- take them for yourself, whoever finds them relevant:

1. The team is a value. Support and develop your team, trust it.

2. Trust is the core of teamwork. Without trust, it is impossible to build an autonomous and effective team.

3. Honesty and sincerity. Create an environment where mistakes are seen as part of learning, not a reason for punishment.

4. Situational leadership: Being a leader means knowing when to step in and when to let the team figure things out on their own.

These principles will help you move to the next level of management and make your team stronger and more autonomous, freeing up your time for what really matters: research, validating hypotheses, and creating the future product.

My colleagues from OTUS talk in more detail about managing teams, products and projects in online courses. Follow this link You can view the full catalog of courses, as well as sign up for open lessons.