What are the different possible solutions?.Given: SP / Find Solution: As they rise further in their careers, they are given a problem statement.Given: SPS / Manage How: As they get more senior, they are given a Problem statement & a Solution too.They were required to manage the Execution of the given project. Given: SPSH / Manage Execution: At an early stage of their career, a PM would be handed a Problem (what problem we are trying to solve), a Solution (What is the proposed solution) & a How (what meetings to attend, what documents to write, etc.).Rubric to evaluate your product team Adding PSHE (Problem, Solution, How & Execution) as another dimension: It was called PSHE (Problem, Solution, How, and Execution). This new rubric was already being used at Youtube for a while. While everyone agreed that scope is a useful dimension, Shishir suggested adding another dimension to the rubric. This resulted in some of their best PMs avoiding experimental projects, even though it could grow over time. Devalued experimental projects: Current rubric pushed people to work on larger existing projects instead of new smaller experimental projects.The scope is an input, not an output: It is unfair to evaluate a PM based on the scope which was handed over to them.Because of the large number of projects in a single group, everyone wanted to work with Google Ads and not Google Search. Unfair across teams of various sizes: Some groups had only one product like Google Search, while others like Google Ads had 50 products.Issues with promotion solely based on scope: However, defining promotion solely based on scope resulted in several issues. Feature > Feature Group > Product Sub Area > Multiple Sub Area of a Product > Product > Product Line. After looking at the current rubric, they concluded that the current metric is designed around an increase in scope, i.e. Shishir was asked to set up the new Calibration process. Promotion at Google (termed as Calibration) was done by a committee instead of your direct manager. One of them was how to evaluate promotions with the new setup. While this decision allowed everyone to move a lot faster, there were some issues that they noticed. When Larry Page took over as the CEO of Google in 2011, he split the company into eight divisions based on business operations instead of functional. Measuring the performance of your product team He holds a Bachelor of Science in Computer Science and a Bachelor of Science in Mathematics from the Massachusetts Institute of Technology. He also served as the Director of Program Management at Microsoft. Earlier, he served as the Vice President of Product and Engineering for Youtube/Video at Google Inc. Shishir Mehrotra is the CEO and Co-Founder of Coda.
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