As you may know, developers are quite interesting individuals with their own worldview. Often introverted, they can converse condescendingly with those unfamiliar with programming. This was something I experienced firsthand at the beginning of my journey. Interacting with developers, I quickly learned that they all seem to share similar traits. Just as certain types and mindsets are drawn to professions like construction, or to fields like music and art. Isn't that true?
Initially, they treated me with a degree of superiority, sometimes laughing at aspects they found illogical when I requested changes. But as I continued to point out their mistakes, they became less arrogant, and a story of mutual respect began to unfold. The motivation of such individuals is a separate story. Often, they simply lack the inclination to do anything, or they work night and day, only to disappear later without a trace. In general, they require a special approach.
So here's the thing: when discussing development, it's crucial to consider not just working with programmers. It's possible that by hiring an outsourcing team of developers, you might end up with a product that's essentially unfinished. The algorithm may function as intended, but it might lack packaging—essentially having poor design. Skilled developers prefer to focus on backend work rather than design, hence the need for frontend developers and designers. Additionally, deviating from standard user actions can lead to errors. Given that developers often see themselves as gods, they create but rarely test their work. Hence, you also need a tester.
Between the business owner and the developer, there needs to be someone who can effectively communicate with both the business and the development team. This role is called a product manager. Who is this in simple terms? A product manager is essentially a translator between the business and the development team. They understand the business goals and translate them into tasks that developers can work on. At the same time, they advocate for the interests of the developers, ensuring that the business understands their needs and challenges.
In essence, a product manager is a communicator, problem-solver, and motivator all in one. They ensure that everyone—both business owners and developers—understand each other's perspectives and work effectively towards a common goal. Working with a team that has a great product manager means they take responsibility for the entire product, not just the software.
It's great if you're the business owner and also have a knack for product management. But if you're an investor looking to create a product to generate dividends or sell the business without delving into operational processes, then you definitely need a full-fledged team or a product manager who will lead that team for you.
Therefore, whether you're launching a new venture or refining an existing product, having an experienced product manager at the helm can be the decisive factor between disjointed efforts and organized success. Their role in orchestrating the development process ensures that every aspect—from functionality to user experience—is meticulously planned, ultimately leading to a more cohesive and effective end product.
Initially, they treated me with a degree of superiority, sometimes laughing at aspects they found illogical when I requested changes. But as I continued to point out their mistakes, they became less arrogant, and a story of mutual respect began to unfold. The motivation of such individuals is a separate story. Often, they simply lack the inclination to do anything, or they work night and day, only to disappear later without a trace. In general, they require a special approach.
So here's the thing: when discussing development, it's crucial to consider not just working with programmers. It's possible that by hiring an outsourcing team of developers, you might end up with a product that's essentially unfinished. The algorithm may function as intended, but it might lack packaging—essentially having poor design. Skilled developers prefer to focus on backend work rather than design, hence the need for frontend developers and designers. Additionally, deviating from standard user actions can lead to errors. Given that developers often see themselves as gods, they create but rarely test their work. Hence, you also need a tester.
Between the business owner and the developer, there needs to be someone who can effectively communicate with both the business and the development team. This role is called a product manager. Who is this in simple terms? A product manager is essentially a translator between the business and the development team. They understand the business goals and translate them into tasks that developers can work on. At the same time, they advocate for the interests of the developers, ensuring that the business understands their needs and challenges.
In essence, a product manager is a communicator, problem-solver, and motivator all in one. They ensure that everyone—both business owners and developers—understand each other's perspectives and work effectively towards a common goal. Working with a team that has a great product manager means they take responsibility for the entire product, not just the software.
It's great if you're the business owner and also have a knack for product management. But if you're an investor looking to create a product to generate dividends or sell the business without delving into operational processes, then you definitely need a full-fledged team or a product manager who will lead that team for you.
Therefore, whether you're launching a new venture or refining an existing product, having an experienced product manager at the helm can be the decisive factor between disjointed efforts and organized success. Their role in orchestrating the development process ensures that every aspect—from functionality to user experience—is meticulously planned, ultimately leading to a more cohesive and effective end product.
