130 ms·

My takeaway from the article was less that you should have each one of those roles filled out with a dedicated person, but more that those roles can be fluid an

My takeaway from the article was less that you should have each one of those roles filled out with a dedicated person, but more that those roles can be fluid and accomplished by many people on the team. Developers and designers can talk to customers. You can experiment with bringing in representatives from customer success, sales, or whatever for the team to work with to analyze business requirements. Developer leads can manage the projects and meetings. There's cases where having a dedicated product manager helps with these, but keeping those roles fluid in the early days can be helpful.

wgerard 9y ago
> My takeaway from the article was less that you should have each one of those roles filled out with a dedicated person, but more that those roles can be fluid and accomplished by many people on the team. I guess that wasn't really my takeaway, and even if it was I wouldn't agree with it really. Why it wasn't my takeaway is quotes like: >> If you need advocates, evangelists, analysts, persona specialists, domain experts, coordinators, strategists, stakeholder herders, project drivers, etc. then hire them, and give them the right title >> Consider hiring in apprentices/interns to fill “mixed” hats — research, data science, UX, etc.