Glossary
- PM – product manager
- Sprint – a short cycle of development work (usually a one to two-week period)
- Agile – a technical framework that allows short, iterative development against an objective
- Backlog – a board where tasks are stored for engineers to pick up and work on when ready
- Stakeholders – usually a form of leadership that authorises the product to be built and therefore funds it
- User stories – an explanation of what a user will achieve with that piece of product functionality
- Scope creep – when a task hasn’t been planned for but is introduced mid-sprint, causing potential delay to delivery of the feature or product
As a software engineer, I appreciate the pivotal role of Product Managers (PM) in agile teams.
While engineers concentrate on writing efficient code and tackling technical challenges, the PM bridges the gap between the technical and business realms. They effectively translate business jargon for stakeholders into actionable technical requirements for development teams encompassing business needs, user requirements, backlog tasks, and design direction.
The importance of a Product Manager
A primary challenge for software engineers is not just programming but ensuring that we’re building a product to the correct specifications and within set timeframes. The PM is most effective in this area.
Product Managers thoroughly understand the product vision, business objectives, and user needs, which they translate into user stories. They provide critical context, empowering engineers to make informed decisions throughout development.
When tasked with building a new feature, initial requirements may appear straightforward. However, during the planning phase, PMs help teams grasp the bigger picture, often revealing unforeseen complexities. By explaining how a feature enhances user satisfaction (based on feedback and data analysis), teams can optimise their workload and create a better product with more informed decisions. This process prioritises tasks and inspires new ideas to make the product more intuitive.
Keeping the team focused
Agile environments foster collaboration but can also lead to distractions. Stakeholder requests, shifting priorities, and scope creep can disrupt a team’s progress. PMs act as a protective barrier, shielding engineers from these distractions and enabling them to concentrate on delivering quality code within each sprint.
Typically, PMs manage external communications on a product. This includes stakeholder feedback and expectations, tasks prioritisations, and ensuring the backlog aligns with the product’s objectives. This allows engineers to work uninterrupted, free from business jargon and high-level technical decisions that are not essential to their daily tasks. The PM can then filter and relay relevant information to the development team.
Team alignment
In an agile setup, there are typically short sprints (one to two weeks) and iterative work. Therefore, it’s easy for the team to lose sight of the larger goal regarding the product they’re developing. Effective PMs ensure the entire team remains aligned. They regularly check in with the team, monitor progress, refine the backlog, and facilitate essential decisions such as reprioritising tasks based on evolving needs.
Their unique position allows them to understand the technical and business perspectives throughout the process as they guide the team toward the goals of the product roadmap.
For example, when one piece of development work uncovers an optimisation opportunity that may not fit within the current sprint, the PM can assess the long-term value and decide whether to adjust priorities. This type of PM intervention maintains agility while delivering the best value and preventing scope creep.
Collaboration
A key aspect of the PM’s role is encouraging collaboration. PMs facilitate cross-functional teamwork through close ties with leadership, stakeholders, designers, architects, and others. They act as a central hub, connecting all parts of the product group and ensuring clear communication. This allows engineers to clarify ambiguities and receive feedback on recent changes.
On most development teams, the PM arranges regular meetings between the engineering team and the UX/UI designers to discuss any uncertainties during the project. This ensures that development effort is not wasted during the sprint and reduces back-and-forth communication that can cause delivery delays.
Final thoughts
As a software engineer, I’ve seen how the relationship with a strong and engaged Product Manager can be one of the most integral parts of an agile team. As long as they have a clear path to delivery, maintain focus, and align the team with broader product goals, they can empower relevant teams to build exceptional products that meet expectations and deadlines. The PM’s skill in balancing user needs, business goals, and technical feasibility ensures efficient and reliable delivery - crucial for a thriving technical business.
Upskill today
If you are an employer looking to upskill your team, have a look at our Digital Product Manager (Level 4) apprenticeship programme. You can get in touch with a member of the Client Solutions team to find out more information, and they can also guide you through the entire process of hiring an apprentice from start to finish.
If you are a professional looking to upskill yourself as a Digital Product Manager, browse our current vacancies or read more about how to talk to your current employer about getting you started on an apprenticeship.