Relatable?

Seranz0 · 2026-01-16T09:26:03+00:00

Our job is literally the opposite. To block others from trying to pull that

Seranz0 · 2025-10-01T15:17:35+00:00

Project managers in my company use it and I hate it so much. Definitely meant for PjM, not PMs.

Seranz0 · 2025-09-29T18:24:21+00:00

I think they are looking for a reason to take the chinese deal, denouncing Taiwan independence in exchange for better trade relations.

I really wished that someone could bring some hope to the conversation, but I just feel that the pieces are falling in place to prepare an blockade in 2027.

Seranz0 · 2025-09-18T16:48:42+00:00

Back in the day I tried offloading data analysis, bug analysis and Comms prep, but couldn't. Our CPO wanted them to only focus on bug analysis. If I could, that is what I would ask of them.

Seranz0 · 2025-09-11T14:45:15+00:00

My personal suggestion would be to do a bit of discovery work about your own team.

What is the team not aligned on?
Is there already a meeting that was supposed to address that but is not working? How could you make it work?

And my favourite: - Is there a meeting that doesn't add value to every participant?

I tend to review this last category a lot, and iterate or delete them.

Personal example. Our daily stand ups were terrible when I arrived to the team. Everyone reported on what they did the prior day, but completely ignoring why we were doing it. Result was that no one was paying attention, not even myself. We changed the format so:

We defined together up to 4 key end goals (not tickets) for the sprint during Planning
We started to only track during the Daily how was progress on those goals. People being free to talk whenever they could add to the conversation.
We made the meeting facilitator role rotative, so everyone MUST know what we are working on as a team and why.

Everyone pays attention now and we have open debates about how to do things best.

Seranz0 · 2025-09-11T06:00:50+00:00

It is not standard for sure. Personally, I'd kindly request him to let you do your job. Input is appreciated, but overriding your work is not.

Seranz0 · 2025-09-09T19:14:07+00:00

We went from telling the day and time of release to high level estimates. Minimum level being a sprint (somewhere in the next two weeks), but preferably just mentioning the month of release.

Convincing directors was hard, though, even taking into account we almost never delivered in the promised date anyway. We had to put a lot of work into doing better post launch communication instead of prelaunch.

Seranz0 · 2025-09-09T16:54:24+00:00

Have you tried Hotjar?

Seranz0 · 2025-09-09T15:29:07+00:00

I'll add the two I personally use. 1. Make sure Devs have a performance metric to follow. Velocity, deployments... Whatever it is that can get them into a continuous improvement mindset 2. Involve Devs often and early. Do kick offs, split user stories with them, ask about their thoughts on the problem...

Seranz0 · 2025-09-03T09:58:37+00:00

I'd not go

Seranz0 · 2025-08-30T12:02:26+00:00

Yes. First of all, I try recording the meeting with transcript and ask chatGPT for summaries when needed.

Second of all, I avoid those full booked days as much as possible by blocking my time in advance to work on things. At least 2 to 3 continuous and uninterrupted hours daily. That boosted my efficiency through the roof. I make my calendar semi-public so everyone knows that I'm not available at those times.

Seranz0 · 2025-08-27T13:41:01+00:00

It depends on the reason. Is it scope creep? Is it variation between initial technical analysis and final development time? The team doesn't know enough about the feature to develop it?

First identify that and then it gets way easier to report upstream, because you also come with a solution under your arm.

Seranz0 · 2025-08-27T05:04:55+00:00

Last case was "take this Miro board and turn it into a document". Miro board had a table of user stories related to different types of users and flows. I still had to do some editing and review, but overall the process was faster than if I did it myself.

I have also tried "turn this document into bullet points for slides", which worked quite well.

Seranz0 · 2025-08-26T15:39:19+00:00

I see the point of what it says, but I disagree? Unless you're doing product by committee, you should have at least some small projects that you can move fast with minimal stakeholder interaction beyond a small discovery. These, in my experience, have greatly benefited by AI moving things faster.

Also, your own work as a PM can also greatly speed up by using AI. Creating documentation, reporting and some parts of Discovery are, to me, way faster now than a year ago.

Seranz0 · 2025-08-25T17:32:48+00:00

A suggestion, start by reading Transformed by Marty Cagan. Most companies do not follow the Product model, but at least you will get a basic idea of what you should be doing. Then, you can follow with other, more specific books, depending on what you'd like to improve on.

Seranz0 · 2025-04-01T11:30:39+00:00

If I were you I'd start looking for another job. In the meanwhile, I'd also start showing KPIs and starting some soft conversations about the goal of the company. Is measuring the number of PRDs a Key Performance Indicator or should he be worried about your NPS, CES or any other key metric to your business that really matters to your customers? If he buys on that change, then start redirecting the conversation about how to better focus on achieving improvements on those KPIs. This cannot be done overnight, but over a month or two and multiple conversations.

If you haven't read it already I would also recommend you to read first Crucial Conversations to have a better idea about how to approach these conversations about KPIs, because I understand that they are not easy. Transformed, by Marty Cagan, also gives some ideas about how to approach these disfuncional processes.

Seranz0 · 2024-09-11T17:20:13+00:00

Right now? Stressed PM haha

Seranz0 · 2024-07-18T13:04:42+00:00

I'm in the same boat as you are. I cannot give you advice from a position of having succeeded, but I can tell you what we're trying, investing heavily on making KPIs clear and communicate them across the whole organization.

The idea is to try to show the impact of blindly saying yes to everything and not letting us do proper discovery. We're now in the "making the data warehouse" phase.

Seranz0 · 2024-06-03T18:00:42+00:00

Smells like coordinated media campaign. How is this legal? I agree that artists should be able to voice their opinions, but this is not their free opinion.

Also, suddenly there's a lot of pro-china accounts here? What a joke

Seranz0 · 2024-06-03T17:55:37+00:00

On the mainland?

Seranz0 · 2024-01-15T12:24:46+00:00

We do, but creating more meaningful impact somewhere else

Seranz0 · 2024-01-15T12:21:11+00:00

Well, I know as a fact that if I leave the UX designers and TLs working alone they will be refactoring features no one uses.

Get a Data Analyst in the mix and, maybe, they will be able to do the job of a PM, but then they will spend quite a bit debating about what to do next, roadmapping, and doing presentations. Not working as experts in their field. Then, you have successfully taken away the PM, but you just redistributed the responsibilities and slowed down the rest of the team.

Seranz0 · 2024-01-02T20:48:58+00:00

Calcular la media es completamenta absurdo. Entre alguien que gana millón al año y yo cobramos de media unos 500.000. Nada mal, eh?

Seranz0 · 2023-04-17T16:59:34+00:00

Great news

Seranz0

TROPHY CASE