Tag Archives: manager



My favorite product managers are quietly powerful. Every day they take small steps that move their teams and business forward in a meaningful way. But they do it without a lot of hoopla, taking a confident yet unassuming approach.

After all, product managers have a lot on their plate every day. They are responsible for the strategy, roadmap, and feature definition for their product. It is a big responsibility that requires facilitating and collaborating with many different teams — both internal and external — without the formal authority to manage those teams. It requires a unique mix of humility and strength.

However, that quiet power does not mean leading product is easy. I realized early on that the daily life of a product manager is unpredictable, hectic, and sometimes very tough.

In the late 1990s, my first product management job was helping to roll out high-speed internet nationwide when it became a viable (and highly desired) alternative to dial-up services. We went from providing 300 lines monthly to more than 3,000 — all in a window of about 60 days. I quickly learned how to balance staying on a strategic course and managing the endless minutiae that was required to get each customer up and running.

I had always been a leader, so handling the stress and responsibility was natural for me — but I had a lot to learn about focusing my efforts on what mattered most. I soon realized that with great accountability comes great autonomy. It was up to me to prioritize what needed to get done and when.

This is great news for ambitious product managers: You have more control than you might think, no matter how hectic each day feels.

Here are five things great product managers do. Used consistently, these actions can help you prioritize your work every day and thrive.

1. Align actions to goals

To succeed as a product manager it is essential to take a goal-first approach. Prioritize what must get done that day and assess and align new work against your goals. Swiftly break through the endless tasks and chatter by evaluating each request or demand through the lens of your goals. This does not mean you should shut down disruptions as “noise” to be silenced. Embrace the interruptions that align with your goals — one may be the missing idea that makes your product wildly successful in market.

2. Connect the dots

Understand how your product serves your business — the big picture of why you are building it. This may seem obvious, but without that connection, product managers are often led astray by differing opinions, demands from internal teams, and conflicting customer feedback. Identify why your product matters to your business and to customers so you can navigate with a steady mind.

3. Solve one simple problem

You may be tempted to solve every problem for your customers. But you cannot be all things to all people. You will spread yourself too thin and lose that firm direction. Instead, focus on solving one problem at a time. I like to say, “Focus on one problem, and solve the second for free.” Tackle one problem well and new opportunities will emerge.

4. Learn from others

Invest the time and effort to learn about your product team’s core work so you can set realistic deadlines. This is especially important for teams that share resources. Ask questions and get to know the full scope of their experience and tasks. It is also important to admit what you do not know. Rely on the expertise of your extended product team to help you deliver on the promise of your product.

5. Say “no” with confidence

Not every idea will be meaningful. And, in fact, most will be lousy. Great product managers understand that saying “no” is not a one-word answer. This is your chance to explain why the idea does not make sense within your strategic direction. Do not hide from these conversations or be dismissive. Take each “no” as an opportunity to recommit to your goals — and to re-evaluate whether your aim is true.

I know this advice to be effective — but hard to follow. So be kind to yourself when you feel cornered or stuck. Stick out your chest and remember that you have more control than you think and a team at your side.

You too can achieve the quiet power that separates good product managers from great ones. Never lose sight of your goals and embrace each day with humility and strength. Now go get busy.

Discover your own power as a product manager.

IT Project Failures

Project manager one of the leader during IT implementation process and the project can be successful or a disaster upon the strength of the leadership. The person must follow the fundamental aspect during acquisition to eliminate failures.

A champion team is put in place to implement the new system would be part of the process. They would plan, coordinate, budget and manage all parts of the new system. Also a project leader and key individuals from clinical and administrative areas would be focus on the system. A system champion is part of the team and that person is well-respected in the organization and is also a physician who is able to help with pilot testing. That person is also able to train and coach others and build interest within user group.

After the implementation team agreed on the goals and objectives, a project plan is develop and implement. However, the project manager could not implement communication progress or status, the differences in personalities made it impossible for open communication. There were fabrication and inconsistency, in order for an implementation to be successful; they need to have formal and informal style of communication. The health system’s stakeholders were not fully supportive of the system during the proposal and evaluation time. Most of the physicians were against the CPOE system because they were concern it will require too much times. The primary care physician commented, “The hospital is trying to turn me into a 12-dollar an hour secretary, and they aren’t even paying me 12 dollars an hour.” They took too long to set up emails and also the two leading champions for CPOE resigned from the hospital. Also the acquisition process took too long. They only continue with the process of implementation because they did not want to lose the down payment.

Part of the methods would be emails, one on one meetings, articles and regular update at board meetings. The project manager did not want to upset the interim CIO which is one of the causes of the failure and to eliminate this issue; I would off take different approach, such as the time of the day for the meetings, and the place of the meetings. I would give more articles and presentations to the stakeholders to bring them to like the system. Another way would be to continue to communicate with the leadership team and give rewards for a job well done.

IT project implementation failures occur because of several mistakes which could have been avoid if the project manager insert the right leadership, and not worry about how others react.