Product team models - project based, feature factory and product operating model

1 ноября 2024 г. · 4 мин. чтения

Listened to the podcast https://www.tpg.ee/p/product-team-models-project-based

Was interesting to listen and reflect how organizations tend to have indeed different structures. I suppose the project-based is a tendency in small and outsourcing companies, while more mature product-orinented companies go with feature-factories. I don't think I've seen a good implementation of the described product operating model myself. It seems hard to do such a company-wise mindset shift because people are narrow-focused on their role and thinking outside the box requires jumping through multiple layers. Even if companies are matrix-shaped and have vertical teams, they are not representing all layers. For example sales, marketing, support and infrastructure likely won't be part of the the team.

So I do wonder how does Aive Uus break those mindsets 😄 Hopefully we'll see more of this

And for books I suppose these are the recommended ones

My list-structured notes

kothinker - https://kothinker.com/
- mastermind groups
- after 3 meetings nothing to talk about
- structure building
- no juniors - only experienced people
- balance of experienced people
- gamification elements
- on-job experiments
- building a team
- connecting people
building tech org
kood jõhvi
- raising skills
- becoming developers
- startup leadership without tech cofounders
  - 2+1 program
  - leaders building code
  - keeping sense of reality
  - walk in shoes of end user or employee
  - understanding why it takes time
issues
- tech too slow
- engineers not aware of whats getting built
- strategy
- awareness of specific approach
  - companies following trends
project based approach
- commitees, approval, development
- ex. 3 projects for a year
- takes away ownership
- issue - engineers not responsible for end product
- issue - not clear what happens after release
  - follow-up activies needed
  - new project already started
  - confusion, blaming, mix of projects
- good for organizations if domain is known very well
feature-factory
- different stakeholders
- different expectations
- backlog of different issues
- better ownership
- issue - confusion of aligning with stakeholders
  - beneficial for business
  - prioritization is not aligned (missing framework)
  - loudest noise gets his features done
- prioriziation = goal is not clear - impact on what engagement, revenue
  - lacking strategy
- natural to people with tasks, because its pleasing other people
- company is typically split into business and separate engineering
product operating model
- needs good strategy
- difference is about specific result (of product release)
- how are you different from competitors
- what you don't do
- understanding focus
- don't start from ideas, start from goals
  - deal only with things that lead to specific goal
  - finding opportunities (unmet customer needs)
    - feasible
    - desireable
    - knowing risks and restrictions
- no need for planning for future ideas, short backlogs
- producing least
- hard to implement
  - difficult for people mindset
    - people are used to tasks
- company structure - business is not split from engineering
- NPS strategy
- hard to work with people
restrictions
- regulations
- release time plan
public sector
- high rules on partners, procurement, legal limits
- more waste
build in-house tech team
outsorcing & concise
- division, especially if different leadership styles
- not a fan of
- useful if growing fast is needed
- new knowlege
- volatile workload
product vs project manager
- no need in product owner with product operating model
- product owner
  - combinding tech and business stakeholders
team building
- collaboration between roles
- mindset needs to be changed
  - business people need to explain more of the problems, not solutions
- collaboration - different perspectives from teams need to be involved for solution to be done

recommended books

My list-structured notes​

My list-structured notes