# 3 traps Product Managers should avoid

Product management is one of the most important aspects of a successful company. His job is to oversee the development of the product from concept to market and ensure that it meets the needs of customers.

However, it is not always easy, and  common mistakes by product managers  can have a negative impact on the business. In this post I explores the  three biggest mistakes product managers make and how to avoid them. 

1. The first mistake is not understanding the customer and his sensitivities: 

Product managers need a deep understanding of customer needs and want to develop a successful product. He needs to be seinsitive to functional and non fucntional needs ( pride / association / ease of use/ Mood etc)  . Without this information, it is difficult to create a product that meets customer expectations. Product managers should try to understand customer needs and wants through direct customer feedback, market research, and other methods. 

2. I want all features:  

Another mistake is not setting clear goals and objectives: Product managers must have a specific goal for the product and a timeline to achieve it. Without clear goals, it is difficult to measure progress and determine whether the product is meeting the goals set for it. Product managers should also  communicate these goals  to the team so  everyone is on the same page.  

3.Balancing perfection to Availability: 

The third mistake is not testing the product before release. Testing is essential to ensure a successful product launch. This allows product managers to identify  potential problems or weaknesses before the product is released. how ever product managers must thoroughly test the product and make  necessary changes before release and should balance how much quality is needed vs customer and market oppurtunity

In conclusion, product management can be hard work, but  certain mistakes  can be avoided. These mistakes include not understanding the customer, not setting clear goals and  not testing the product before release. By avoiding these mistakes, product managers can ensure that their product is successful and meets customer needs.

How Feedback Fuels a Better IT Strategy

You know your IT strategy is critical to the success of your organization, but how do you know if it's working? The truth is, you can't really tell unless you get feedback. Constant feedback from your teams, executives, and customers is the fuel that powers a better IT strategy.

Without feedback, you're driving blind. You might think everything is running smoothly when in reality there are problems bubbling under the surface that could derail your plans if left unaddressed. Feedback highlights what's working, what's not, and where there are new opportunities to pursue. It shows you where to double down, where to pivot, and where you can simplify.

In the end, the best IT strategies aren't devised in a vacuum or set in stone. They evolve based on a steady stream of insights from the people they impact every single day. So if you want to supercharge your IT strategy, start listening. Ask questions, gather data, and get input at every opportunity. The feedback you uncover just might transform your IT strategy from good to great.

1. The Importance of Feedback for IT Strategy

Feedback is the fuel that powers a better IT strategy. Without input from your users and stakeholders, how do you know what's working and what needs improvement? Making feedback a priority will help ensure your tech initiatives align with business goals and user needs.

a. Gather feedback regularly

Don't just solicit feedback once a year. Set up channels for ongoing input, like online surveys, focus groups, and user testing. Make it easy for people to provide feedback in the way they prefer. The more you listen, the better you'll understand their key pain points and priorities.

b. Analyze and take action

Review the feedback and look for trends. What do people love? What's frustrating them? Identify opportunities to optimize your systems and processes. Even small changes can have a big impact on user experience.

Implement feedback in a transparent way. Let people know how their input is influencing your IT roadmap. When they see you taking their feedback seriously, they'll be more likely to provide thoughtful feedback again in the future.

c. Continuously improve

An effective IT strategy is never done. Keep optimizing based on new feedback and evolving needs. Make feedback a habit and encourage open communication across teams. When IT and stakeholders are aligned, you'll gain agility and the ability to pivot quickly as priorities shift.

Feedback is a gift. Use it to fuel constant improvement of your IT systems and services. Your users and business will thank you.

2. Gathering Feedback From Key Stakeholders

Gathering feedback from the people involved in and affected by your IT strategy is key to improvement.

a. Talk to Key Stakeholders

Speak with executives, managers, and end users across departments. Ask open-ended questions to understand their pain points, needs, and desired tech improvements. Really listen to gain valuable insight into how IT can better support key business functions.

b. Survey Staff

Send out anonymous surveys to capture unfiltered opinions from a wider range of employees. Keep surveys concise but include both multiple choice and open response questions. Ask staff about their level of satisfaction with current systems and tools as well as what’s lacking. Offer incentives for high response rates.

c. Monitor Support Tickets and User Forums

Analyze trends in the issues reported to your IT support team. Look for common complaints, requests, and suggestions. Also, review what employees are discussing on internal user forums or message boards. This can highlight needs and concerns that aren’t being formally reported.

d. Track Software Usage Statistics

See which tools and systems are most and least utilized. This indicates what’s working well and what may need replacement or improvement. Look for opportunities to consolidate or eliminate unused or redundant solutions.

Feedback comes in many forms, so cast a wide net. The insights you gain can shape an IT strategy that truly supports organizational goals and helps employees thrive in their work. With open ears and an open mind, you'll gain valuable guidance for building better tech solutions.

3. Analyzing Feedback Trends to Identify Priorities

Feedback is crucial for improving any strategy, and your IT strategy is no exception. Analyzing trends in the feedback you receive can spotlight priorities to focus on for maximum impact.

a. Look for Common Threads

As feedback comes in from various stakeholders, look for common themes. If several people mention security concerns, outdated software issues, or lack of communication, these may point to underlying problems you need to address. Pay attention to both positive and constructive feedback to get the full picture.

Speak with colleagues and managers to get their take on trends they’re noticing as well. The more input you gather, the clearer your priorities will become. Don’t discount any feedback; even one comment could highlight an area important to a key user group.

b. Track Feedback Over Time

Don’t just look at feedback in the moment—track it over months and years to identify patterns. You may spot cycles of increased frustration with certain systems or seasonal shifts in needs. Long-term tracking also allows you to evaluate the impact of changes you’ve made. Have concerns about security vulnerabilities or software upgrades declined over time? If not, you may need to revisit those issues.

c. Action Plan

Once you’ve spotted key trends and priorities in your feedback, develop a plan to systematically address them. Don’t try to fix everything at once or you’ll quickly become overwhelmed. Start with 2-3 high-impact issues, determine specific solutions, and establish timelines for implementation. Be transparent in communicating your plan to users so they know their feedback is being heard and acted upon.

Continuously gathering, analyzing, and acting on feedback is key to optimizing your IT strategy over the long run. Making it an ongoing priority will ensure you’re investing resources into the areas that really matter to your organization. Users will appreciate your responsiveness, and you’ll build an IT roadmap tailored to true needs and priorities.

4. Turning Feedback Into Concrete IT Strategic Goals

Turning the feedback you receive into concrete goals is key to improving your IT strategy. Listen for common themes and pain points from your internal customers, then develop strategic objectives to address them.

Plan for 

For example, if multiple departments report that software rollout and upgrades frequently disrupt their workflows due to inadequate testing, make “improve software testing procedures” an IT strategic goal. This could include:

• Conducting more extensive user acceptance testing

• Providing additional training for IT staff on new software before launch

• Lengthening the pilot program for major upgrades to identify issues

If lack of communication about IT roadmaps and timelines is a frequent complaint, focus on “enhance transparency and stakeholder engagement.” This may mean:

• Holding quarterly town halls to share the IT roadmap and gather input

• Sending regular newsletters or emails with updates on key initiatives

• Meeting with department heads to discuss their needs and concerns

The key is to take feedback and turn it into SMART goals:

Specific

Measurable

Achievable

Relevant

Time-bound

Goals like “improve software testing procedures” and “enhance transparency and stakeholder engagement” meet these criteria. They are specific enough to take action on, progress can be measured, they address key issues, and can be accomplished within a target timeframe.

Using feedback to establish strategic IT goals will help ensure you’re working on the right things to support your organization’s priorities. And achieving those goals will build goodwill, showing that you listen and respond to customers’ needs. Continually gathering input and refining your strategy is the recipe for IT success.

5. Implementing a Feedback-Driven IT Strategy for Continual Improvement

A feedback-driven IT strategy means continually improving based on input from key stakeholders. Their insights can help refine your roadmap to better meet business needs.

a. Gather Feedback

Actively solicit feedback from:

• Business unit leaders on how IT can better support their goals and priorities.

• End users on their experiences with systems and tools.

-IT team members on obstacles, inefficiencies, and ways to strengthen operations.

You might conduct surveys, focus groups, one-on-one interviews or set up a channel for ongoing comments. The more feedback, the better.

b. Analyze and Prioritize

Review all feedback and look for common themes or significant opportunities. Assess possible solutions or changes against your IT strategy and resources. Prioritize based on potential business impact and feasibility.

Make Improvements

Choose a few high-priority items to implement first. This could mean:

• Adjusting your IT roadmap to develop or deploy new capabilities.

• Revising service level agreements (SLAs) and key performance indicators (KPIs).

• Improving team workflows or updating staff skills through training.

• Enhancing existing systems and tools based on user difficulties or dissatisfaction.

Start with small wins to build momentum, then tackle more complex issues. Measure the impact of changes to ensure they achieve the desired results.

c. Repeat the Process

Continuous improvement is key. Issue follow-up surveys and touchpoints to gather fresh feedback and make further optimizations. An ongoing feedback loop will help you gain valuable insights to strengthen your IT strategy over the long run. IT should not operate in a vacuum but work closely with business partners and customers to drive progress. Listening and responding to input is the only way to build a strategy that truly supports organizational goals.

Conclusion

You've learned that feedback is the fuel that powers a successful IT strategy. By listening to your colleagues and stakeholders, understanding their pain points, and incorporating their insights, you build technology solutions that actually meet business needs. Regular reviews of how new tools and processes are working - or not working - allow you to pivot and improve, ensuring you stay on the cutting edge. At the end of the day, the best IT strategy is one built on open communication and a willingness to accept that you don't have all the answers. Stay flexible, keep listening, and your IT department will be driving innovation and enabling company growth for years to come.

Myths of Script less automation

 

Before we discuss about Scriptless automation, we want the Automation challenges to be understood in broader view. When testing industry has caught the opensource wave, Selenium supported by Google has gained prominence. Automation with Selenium has provided engineers powerful capabilities with both forward and backwards integration with Unit testing and BDD plugins. How ever the scripts took time to Develop and changes in application needed scripts to be updated.

 To decrease amount of time spent in Automation development and maintenance work, the commercial tool vendors have re-oriented their offerings towards ‘Record and Play back’ activities that are easy for Business Analysts to create and move towards “Script less automation”. Tools like Tosca, Accel Q, UI path ( Robotic Process Automation), UFT etc, are successful at various levels. I want to demyth some facts about scrip less automation.

Myths about Script less testing	Reality	POV
There is No script, everyone can create automation	User friendly framework for Naive users. However, Automation needs to grow organically from within your environment integrating Business and Operational logic step by step until it gets to a point where no further scripting is needed	For Hybrid Objects and Lengthy E2E Automation scenarios, you will still need to script few areas. Complex / Hybrid integrations need careful Framework   architecture.
Everything can be recorded and Played back	The user will have to depend on recorded scripts that were initially created with test data and not with actual live scenario data.	For Highly Dynamic data, where workflows changes with data inputs, you need to intervene and customize
There will be No Test Maintenance	As more functionality gets added and as more functionality is fine-tuned. The tool will not know what is updated and will identify new changes as bugs and tests will fail.	With no scripts too, you need to know what changed at feature level and at workflow level to make changes to automation.
Changes are not needed for scripts. For region specific workflows, tool will automatically update	As complexity is shifted to configurations, you need thorough understanding of configurations and it will take time to change configurations. Wrong and poor application of configurations can lead to test failure	In traditional scripting, you need to spend considerable time in updating code. However, this is reduced as time is spent on configurations.
Automation architects are not needed	Scripless  is in no way implies the absence of scripting. It is an optimized process of creating a testing framework that allows your testers to develop new test cases with reusable scripts.	As business or operational scope expands, need for new components will rise and automation architects are needed to integrate them.

 

While commercial script less tools can reduce some of the challenges even in scrip less automation testing you still need to develop automation and apply best practices like.

1. -          Modularity
2. -          Have right Structure and create core components
3. -          Identify and segregate Business functions, Data and configurations so maintenance is easy
4. -          Engauge Business users early and frequently in Development.

Complete test approach and tools in QA driven Devops model

It is indeed quite interesting to implement tetsing stages into CI? CD pipeline for products deployments like Gmail. This obviously needs a team effort between developer- Devops team and Tet team. If you ask most DevOps experts what goes into a Continuous Integration or Continuous Delivery chain, they’ll mention components like CI servers and code repositories. They’re less likely to discuss automated testing tools, despite the fact that automated testing is just as crucial in order to achieve complete CI/CD.
How ever the key to building quality into our software is making sure we can get fast feedback on the impact of changes. And automation testing is most mature way to handle testing for CICD pipeline.
First and foremost you have to design/ segregate tests appropriately
1. Automated: The idea is to automate as early as possible and as much as possible into.
-Unit test, ( API test)
-Component tests
-System tests
- Functional acceptance test
2. Manual Tests:
- Shocase test- non responsive Ui tests
-Usability tests
-Exploratiory/ negative testing
3.Non Funcation tests
- Performance ( with both Automated & manual)
- Security ( with both Automated & manual)
Once we have right tests planned... we create a deployment pipeline (the key pattern in continuous delivery). In the deployment pipeline pattern, every change runs a build that a) creates packages that can be deployed to any environment and b) runs unit tests (and possibly other tasks such as static analysis), giving feedback to developers in the space of a few minutes. Packages that pass this set of tests have more comprehensive automated acceptance tests run against them. Once we have packages that pass all the automated tests, they are available for self-service deployment to other environments for activities such as exploratory testing, usability testing, and ultimately release. Complex products and services may have sophisticated deployment pipelines; a simple, linear pipeline is shown below:
( color coding done to show issues/ pas at each stage)


Stage 1. DELIVERY TEAM-->Checksin code-->VERSION CONTROL-->Trigger-->COMMIT STAGE  -->Feedback ( Loop) to DELIVERY TEAM
Stage 2. DELIVERY TEAM-->Checksin code-->VERSION CONTROL-->Trigger-->COMMIT STAGE  --> Trigger-->AUTO ACCEPTANCE Test-->issues Feedback ( Loop) to DELIVERY TEAM
Stage 3. DELIVERY TEAM-->Checksin code-->VERSION CONTROL-->Trigger-->COMMIT STAGE  --> Trigger-->AUTO ACCEPTANCE Test-->Approval -->MANUAL VALIDATIONS-->issues Feedback ( Loop) to DELIVERY TEAM
Stage 4. DELIVERY TEAM-->Checksin code-->VERSION CONTROL-->Trigger-->COMMIT STAGE  --> Trigger-->AUTO ACCEPTANCE Test-->Approval -->MANUAL VALIDATIONS-->Approval-->RELEASE--> Feedback to project team on what value we created.


This way  we can go on having additional test stages with as many layers of testing from early code commit starting with Unit tests, .. and so on. we can also have stages for sonar cube, early component wise , Junit tests etc. as well as having component leavel performance test scripts triggered also.
The following are tools I would suggest for the entire cycle. Depending on actual implementation, skill set of resources and technology actually used internal to gmail we can prefer one over the other


1. Planning: Jira, Rally, MPP etc.
2. CI/CD platforms: Jenkins, Travis, Circle CI, GIT Lab etc.
3. Testing:

Unit tests: TestNG, N Unit , J Unit
Static code Analysis: PMD, Sonar Cube
API tests: Jmeter, Postman, SOAP UI, Rest Assured, Red Sharp, Test Complete, Tosca, UFT,
Frameworks: ATDD, BDD, Hybrid, Keyword drivem, Modular
Web browser/ UI based: QTP/UFT, Selenium webdriver, Protratcor, CodedUI, Egg Plant, Quish, test Complete
Performance test: Jmeter, Load runner, Blaze meter
Mobile test: Appium, Eggplant, Ranorex, Solenoid, test complet, UFT

How to move from traditional engagement ( T&M) model to more mature models

It takes a delicate balance to set up a sourcing partnership that is mutually beneficial to buyers and providers of IT services. Lasting win-win partnerships flourish only when both sides are satisfied. Many organizations are seeking sourcing arrangements that align buyer and provider incentives and foster collaborative co-creation. Riding this wave, managed services agreements using output- and outcome-based commercial pricing constructs are gaining traction as the sourcing paradigm of the future.

In this article I share a  two tone approach that I would like to initiate to migrate from T&M model to managed services model.

1. Pre Conditioning the customer

2.  Internal assessment and identification of opportunities

Please not that this is not one time activity but a journey, which I will explain each of them detail.

1. Pre conditioning the customer: We cannot mode a traditional customer who approached sourcing as a way to access the right skills at the right price at the right time. 

a. Customer connect: You need to really connect with customer decision makers and try to get feed back on current engagement ensure that you act on it. 

b. Mind share: Share views and ideas where you as service provider can optimize the resources, and try to understand the Goals and indicative work trends for upcoming qtr/ year. Share the idea of managed services and how it can be beneficial. Give him example of successful managed services is implemented and try to get a buy in to give a proposal to migrate from current T&M model to managed services model.

c. Influence lobbying: If needed connect with additional stake holders to coin the idea and see if there are any apprehensions from their side. Like loosing control on resources etc. rephrase the apprehensions and tell them that you will be coming up with proposal to discuss details and all their apprehensions will be taken care off.

Now that you have a good understanding of clients anticipated work load / goals and there is enough intention to move towards Managed services model and a formal request from client, you need to come up with formal proposal on the same. For doing so I proactively do a through analysis of delivery account.


2. Internal Assessment of delivery : I will do a formal review of delivery and from delivery stand point proactively look at metrics, try to spot trends and areas for improvement, wastage/ rework. 

a.Alignment: Ensure that client objectives are well captured and all tasks and deliverable s are aligned to tasks. This will help you identify areas which are duplicate/ redundant or of low priority. See if low priority tasks can be clubbed or avoided.

b. Work with Architects and Business Process SME's: Work with Architects and Process Sme's on the initiative and help need from each one of them to do through internal evaluation.

c.Critical path fine tuning: Identify critical path and the dependencies. As part for project delivery ensure the critical paths and dependencies are fine tuned 

c. Resource re fitment /Cross skill : Ensure that resources are cross skilled and each resource works thing end to end cycle and look of outcomes while they work on tasks. If needed ensure you on board new resources/ experts

d.Environment and external vendor management: Ensure the areas identifies to optimize with regards to environments and external vendors how they are currently engaged and kind of SLA's in place how changes are manged

e.Review work metrics: Do a through check of work packets are measured and how they are tagged to goals, what is smallest measure of how and how is it fairing with industry standards. Check the traditional information how the metrics are captured and any clues of wastage / rework.

f.Technology Upgrade/ Automation: With help of SME's see ares where you can on board automation or new technology to replace redundant technology

g.Identify risks and risk mitigation plan: Work with SME's and Architects to come across the anti paced risks and their grading and anticipated mitigation plan form your side.

h. Plan: Chalk out a new plan on areas you would like to re engineer the process, technology and engagement. In terms of new work flows, Day in and Day out of resource work book, Silo charts with various actors, New technology . Time needed for the implementation/ migrations, costs involved. Costs involved could be based on work packets/ tickets based based on complexity and nature of work or it can be out come based or it could just me managed model with FB.

Now that you did delivery revisit come up with proposal to client this could be PPT or work document It should contain

1. Back ground information on Program, Client goals, need for managed services

2. What is currently being delivered and 

3. Challenges and Observations from project, metrics

3. Opportunities to improvement in current mode of work.

4. Proposed model in terms of work flow, Technology upgrade as applicable. ( areas that can continue in T&M model and areas which can be taken up for managed services)

5. Silo charts and RACI ( Responsible, Accountable , Consulted and Informed) for various activities.

6. Time lines and Dependencies and how it will e implemented.

7. Anticipated challenges and how risks will be mitigated. 

8. Success stories where similar programs were implemented and lessons learned from them.

9.New resource model and Costs-Billing models. ( along with recommended billing model if going for outcome based model)

10. Q&A and next steps. etc

In earlier part of my carrier, I worked on T&M model but for last 8 years the trend is more towards  Fixed bid, Managed services, Outcome based model.

the following are sample implemented recently 

1. A large Bank based out of Europe and Africa ( Name white labeled intentionally). We  were involved in T&M model for last three years. When this account was given to me as part of my port folio, I observed that to a large part their deliverable were clear and well planned. I found that resources were underutilized and there is no innovation. I worked with manager and Architects and SME's and reworked a proposal for managed services where we manage the team and paid of  outcomes and quality of work done.

Quarter on quarter the improvement is measure of its a per promised or not and SLA's are met 

2. A large Bank based out of Nordics ( Name white labeled for intentionally):

We were involved in Application maintenance and testing, Environment management. Data management and recovery along with Infrastructure management. This account too we did a major revamp and brought engagement it into hybrid engagement that has various new buckets like

a. Based on work packets/ tickets resolved. 

b. Some part of engagement to Outcome based 

c. Some part as fixed bid, this is more on server maintenance etc.

e. Some part still remained as T&M

3. I also worked on other models  like

a. Device-Based- The unit of pricing is “device.” Pricing is applied per device based on device type and service class.

service Catalog Based- The buyer is offered a catalog of services with SLA commitments. Pricing can vary by service.

c. Gain-Share A commercial arrangement in which the client and service provider share the upfront investment requirements and the risks and rewards of their relationship.

more models can be discussed in person

Master Transition in just three steps and Magic Bullets to win it

As per Linkedin survey across IT, Legal, FM, HR, Finance and Procurement, 46% of the respondents said that they are very likely to Outsource Software Development if their company can realize cost benefits out of it. As more and more projects are transitioned offshore or they scale up at offshore, It’s imminent that these projects are transitioned well and newly on boarded team start productivity as quickly as possible. As shown in below diagram, clients may want to transition/ outsource for variety of reasons, you need to understand the client sensitives and regulations that he may come across as part of solutioning

 

For customers the paramount of transition success is it should carry no risk or minimal risk and should cost less. While for an outsourcing provider the success is on

1. Ensuring that transition is smooth
2. relationships are maintained
3. value is achieved
4. Benefits are realized along with establishing new connections and
5. Improving relationships between client stakeholders and their employees.

Many friends asked me to share a comprehensive plan so I am sharing this

Now that gave you a formal deep drive into how to go about transition, let me discuss three Magic Bullets you need to be aware off and to be included as part of transition.

1. Automation- Are you automating as much as possible and as fast as possible?
2. Innovation: What innovation you are bringing on the board.
3. Process upgrade: Update the workflows/ processes through implementation of tools

 

1. Benefits: Are benefits measured at each level? Do you have online transparency through proper dash board?
2. Quality: How is quality ensured are you failing fast and do you have enough check lists in place
3. Predictability: Do you have formalize preventive action and corrective action mechanism in place? Have you embraced AI

1. Regulatory: how are you managing and retaining client data? What mechanisms do you have to ensure that your operations meet compliance requirements