You can’t connect the dots looking forward, you can only connect them looking backwards.

- Steve Jobs’ Stanford University Commencement address (2005)

Garr Reynolds' "Career Advice '08"

Background

I was preparing a Prezi presentation on my startup Lessons Learned, looking back to my blog and and our Cynapse cyn.in social software suite for help in tracing my steps and it hit me.  OMG! It’s been two years since I posted about this Steve Jobs quote & Garr Reynolds’ images are still stuck in my mind’s eye. It’s been one year since I posted about my first Pivot – inspired by Startup Lesson Learned 2010 conference and the Retrospective (Agile) has simply compelled me to blog about my dots and where they have led me.

My Lessons Learned Sprints

My Lessons Learned Prezi may still be a work in process but the dots seem to be in place.  Trying to blog about the entire Retrospective is just too daunting. So in the spirit of Agile, I’ll break the Prezi up into dot-size sprints and will change the posted dates accordingly.

In the meantime, you can read about my favorite part of  Startup Lessons Learned Conference 2011 – Steve Blank’s Lean Launch Lab beta, as chronicled by Morgan Linton.

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3. Lessons learned from Social Content 2.0 Circle of Life – Part 3 My outside your firewall, shared listening and engaging Community Product...

Cynapse’s Version control alleviates collaboration and adoption fear factor – at least among 11 and 12 year-olds.

My last post – Kicking off social software in Sara’s elementary school illustrated how Six Graders – 11 & 12 year-olds, were quick to adopt social software in their elementary school. Now that they had some fun over the holidays, the real work needs to start.

In order to make myself perfectly clear, I created an internal wiki page for them called The Project’s 5 Ws. Basically, the students had already agreed to:

The Deliverable is the modified version of Cynapse’s Best Practices Guide, entitled Cynapse’s Best Practices Guide for Elementary School Students. The Students will work in teams and collaborate on modifying the existing content to suit their own scenarios / use cases / user stories, so that other students can benefit from their experiences and ease their adoption of social software.

Deliver The Deliverable within 3 months & their elementary school will continue offering the social software service.

While I’ve only presented 3 Lunch & Learns so far, I fully intend to retire in the very near future. While I do love presenting, demoing & fielding their questions, or, concerns, I think it’s time for them to step-up & take over. There are 13 features – like blogs, wikis, calendar events, status logs, etc. for the students to document. I explained the concept & values of Agile self-organized teams & gave them until next week to decide which features they want to adopt ownership for. So next week should be my last official Lunch & Learn. From then on, the students will take turns presenting, demoing & fielding their own questions, or, concerns.

In addition, I asked them to start blogging about their everyday experiences, including those using/adopting Cynapse‘s cyn.in social software. The more content they contribute, the easier it will be for everyone to succeed.

In conclusion, I gave them a very quick introduction into Cynapse’s content management – wiki editing & version control. I meant to record my demo but unfortunately, didn’t have the connector for my laptop, so I used the teacher’s laptop instead – which didn’t have Jing – screen recording software, installed. I suggested it would be a nice surprise if we were able to deliver less-than-5-minutes How-To videos – like the one above & offered to help them out.

What do think? Will this small group of 11 and 12-year-olds succeed?

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My outside your firewall, shared listening and engaging Community Product Manager service offering for social software vendors/providers.

Sharing does have its advantages

According to wikipedia

Shared Services refers to the provision of a service by one part of an organization or group where that service had previously been found in more than one part of the organization or group. Thus the funding and resourcing of the service is shared and the providing department effectively becomes an internal service provider. The key is the idea of ‘sharing’ within an organization or group.

As the title suggests, this is the third and final part of my Lessons Learned series and where I’ll propose the business model I’ve come up with. Here’s my previous related posts:

1. How to infuse Social Content 2.0 into your social software lifecycle
2. Trial offer to test the Social Content 2.0 Circle of Life
3. Lessons learned from Social Content 2.0 Circle of Life – Part 1
4. Lessons learned from Social Content 2.0 Circle of Life – Part 2

1. I will assume the overhead costs associated with:
   1. Monitoring the social software market. Using Radian6, I would create a Topic Profile including keywords for social software vendors / providers like Socialtext, Atlassian, Blogtronix, MindTouch, Cynapse, Liferay, Vignette…
   2. Filtering out and tagging relevant buzz about product features and directions across the market
   3. Offering free service exporting tagged content and publishing on blog
2. Offer monthly fee-based services where I would:
   1. Net out tagged content with respect to product features and publish on permission-based site (Say for example there’s a few posts about “permissions”. I would then write a 1-liner describing the “permission feature” and link to the original supporting content published Step 1.3)
3. Offer hourly, or, tiered fee-based services where I would:
   1. Collaborate with respective social software vendors’ / providers’ (Customers’) Product Managers to determine which features described in Step 2.1 should be elaborated
   2. Engage with original content authors and elaborate on product features selected in Step 3.1
   3. Privately share results of Step 3.2 with respective Customer Product Managers
   4. Collaborate with respective Customer Product Managers to determine which features described in Step 3.3 require further assistance / services

Other variations
I could resell Radian6 Seat licenses – governed by certain permission restrictions and share my Topic Profiles for those:

1. Customers whose only pain is the cost of Radian6 (who can then determine later on if they want Steps 2 and/or 3)
2. Potential colleagues who would collaborate on Steps 1, 2 & 3

What do think? If you’re a social software vendor/provider, is this a service that may be of interest to you? Do you currently have a Product Manager? If so, is your Product Manager able to keep up with the social content? Do you see the any value in consolidating the redundancy? Do you see where it really is just a matter of per·spec·tive? Where …

one piece of content can yield dividends for many investors 

I’d love to hear from you folks in the field & prove there is a way we all could succeed at doing more with less.

Related posts:

1. Lessons learned from Social Content 2.0 Circle of Life – Part 2 The most important pattern that emerged and lesson I learned...
2. Lessons learned from Social Content 2.0 Circle of Life – Part 1 Distinction between a Community Manager, Product Manager and a Community...
3. Trial offer to test the Social Content 2.0 Circle of Life More on infusing community and product management for social software...

per·spec·tive n. Subjective evaluation of relative significance; a point of view.

Perspective

In an earlier post, How to infuse Social Content 2.0 into your social software lifecycle, I reiterated a common theme I noticed in Gartner’s Magic Quadrant for Social Software. That theme basically stated that many social software providers’ ability to execute may suffer due to their lack of resources, or, size does matter – according to Gartner. To address this issue, I posted my Trial offer to test the Social Content 2.0 Circle of Life where I proposed the services of a new player – the Community Product Manager. And finally, after receiving some much appreciated feedback, I followed-up with my Lessons learned from Social Content 2.0 Circle of Life – Part 1 where I clarified the distinction between a Community Manager, Product Manager and a Community Product Manager. In this post, I’ll focus on what I discovered during that trial week by presenting some concrete examples and how I think it fits into the big picture.

Recently, there’s been a lot of news about Space Junk;

In June 1983, the windscreen of the U.S. space shuttle Challenger had to be replaced after it was chipped by a fleck of paint measuring 0.01 of an inch that impacted at four kilometers per second.

So here’s my fleck of paint: For the purposes of discussion, I purposely selected trivial content in order not to distract from the point I’m trying to articulate. For now, you’ll have to trust me about the volume of content flying around in cyberspace

Here’s some content I found using Radian6 during the trial period and a few different perspectives:

Scenario 1: Broadcast of new feature to anyone listening for Socialtext
Tweet from pascal_venier on Feb 28, 2009 02:48 PM

Studying Socialtext wiki automatic “Email notification of Recent Changes” to your inbox. A nice feature. http://twurl.nl/ypcmoj…

Scenario 2: Broadcast of feature request to Liferay & anyone listening for Liferay
Tweet from helmblogger on Mar 03, 2009 12:34 PM

@Liferay Our business problem… “News” both organizational and departmental. Need to display “all-in-one” and “by department”.. thoughts?…

Scenario 3: Blog post targeting sought after project management features and referencing a few social software players
The Best and Worst Project Management Apps posted Feb 08, 2009 05:17 AM

… But there are a number of organizations that command large amounts of cash who need to procure project management systems for their divisions around the world. This includes NGOs, Government Agencies, International Schools, Non-Profits and more. In these harsh economic times, businesses should be looking for ways to tap into new markets. Most emerging economies still have nearly 100% room for growth, if only developers take into account their needs and circumstances.

Do any project management products exist that are ready to serve this multi-billion dollar sector?…

Assuming the organization has a Community Manager then there may be an overlap in responsibilities with a Community Product Manager. However, this can be easily addressed with a little bit of collaboration. However beyond the overlap, a Community Product Manager could potentially extend the above scenarios by:

1. Reviewing User Stories with their counter-part Product Manager & determine any course of action
2. Engaging with the source and/or user community to elaborate and document the feature requirements
3. Supporting the Product Manager in the feature development lifecycle thereby completing the Social Content 2.0 Circle of Life (see post title)

Panning the River of News for gold

However, the most important pattern that emerged and lesson I learned was the one of Perspective. No doubt, even with the help of Radian6′s River of News, there’s a lot of work involved in mining for gold nuggets in cyberspace. But the beauty of striking these nuggets is that they’re environmentally friendly – they’re reusable! As illustrated in this post, one piece of content can yield dividends for many investors. It’s just a matter of perspective.

My next post will propose a Community Product Manager business model. I’d love to hear any of your ideas and will be more than happy to attribute and share them here.

Reflection
Do the above scenarios and quotes help in providing concrete examples of where a Community Product Manager can add value to your development process? Do you need more? Do you have any examples of your own you could share with me?

Related posts:

1. Lessons learned from Social Content 2.0 Circle of Life – Part 1 Distinction between a Community Manager, Product Manager and a Community...
2. Lessons learned from Social Content 2.0 Circle of Life – Part 3 My outside your firewall, shared listening and engaging Community Product...
3. Trial offer to test the Social Content 2.0 Circle of Life More on infusing community and product management for social software...

Distinction between a Community Manager, Product Manager and a Community Product Manager

Feedback

First of all, thanks to all of those who shared their thoughts with me on my last post – Trial offer to test the Social Content 2.0 Circle of Life. In general, there were two common threads:

1. Disticntion between a Community Product Manager and a Community Manager
2. Can’t justify business case for that role

Despite my attempt at defining the former, most thought I was offering the services of a Community Manager. To be clear, my understanding of a Community Manager is based on Chris Brogan’s post Essential Skills of a Community Manager. Here’s a quick summary: Community Managers

• are like a good party host mixed with a fine restaurant host.
• must be experienced communicators
• are ambassadors and advocates in one
• are bodyguards and protectors
• must build actionable reports
• cultivate internal teams for further support

On the other hand, there’s Pragmatic Marketing’s Product Manager definition which can be illustrated as;

Pragmatic Marketing Framework

In my opinion, while a Community Product Manager is in between these two roles, it’s much more aligned with the Product Manager’s, except, it’s outside the development organization’s firewall. Which means, a Community Product Manager could potentially assist the Product Manager with the highlighted areas illustrated above.

In an earlier post, How to infuse Social Content 2.0 into your social software lifecycle, I reiterated Gartner’s findings that many social software providers / vendors may suffer from lack of resources. And while I received a bit of flack for the “size matters” point, I still believe the Community Product Manager role need is there – to some degree, which I’ll save for another time.

In my next post, I’ll focus on the content by presenting some concrete examples of what I discovered over the past week & how I think it fits into the big picture.

Reflection
As always, all comments are welcome.

Thanks again to those who shared their thoughts and a special thanks to Alora Chistiakoff over at Social Computing Magazine for suggesting a few concrete examples will help clarify matters.

Related posts:

1. Lessons learned from Social Content 2.0 Circle of Life – Part 2 The most important pattern that emerged and lesson I learned...
2. Lessons learned from Social Content 2.0 Circle of Life – Part 3 My outside your firewall, shared listening and engaging Community Product...
3. Trial offer to test the Social Content 2.0 Circle of Life More on infusing community and product management for social software...

More on infusing community and product management for social software development. Read on and email me at steven@stevenmilstein.com if you want to participate in my free trial offer.

Circle of Life

Background
I recently posted How to infuse Social Content 2.0 into your social software lifecycle where I mentioned 38 social software companies reviewed in the Gartner Magic Quadrant. I then went fishing for Comments by tweeting all those names and more (see tags listed below), with a link to the post. Good, or, bad, almost immediately, three of them left comments plus one sent an email plus another responded with a few tweets. I’m guessing that means their listening for their brands. I’m also guessing that the others may either not be listening, or, are too busy to get engaged – even with the post being resyndicated at Social Computing Magazine the very next day! As a result, I feel its time to stop blogging about it and start delving deeper into my theory.

Definitions

Social Content 2.0: Content derived from the spontaneous, effortless, contagious and insightful use of social software. This content flows independent of the networks, platforms and tools themselves and is solely driven by the interests, concerns, opinions and experiences of the community and their desire to contribute.

Community Product Manager: A new type of product manager whose primary task is to listen, engage and represent the stakeholders outside the software development organization and help communicate this nurtured Social Content 2.0 into the agile development process.

Social Content 2.0 Circle of Life: Harvesting Social Content 2.0 from both the outside and inside of the organization to feed further development and support of it’s products and/or services, in turn producing it’s next generation.

Tools supplied by Radian6
I’ll be using Radian6‘s social media monitoring solution to harvest the social content.

Free Trial Offer Iterative Process

1. Select social software vendors based upon their interest, ability to assign owner on the inside to collaborate with me and timeliness in replying to my offer
2. Configure Radian6 for social software market place and filter for selected vendors
3. Discover the content and it’s contributors for five business days
4. Analyze trends, keywords, level of engagement for five business days
5. Blog about market-level results on my site
6. Blog about vendor and product level results on vendors’ extranet, intranet, or some other private space

Service Offering – Post Trial Offer Iterative Process

1. Collaborate with traditional product manager representing outside stakeholders
2. Participate in development process as required
3. Engage with community contributors as required
4. Reflect with respective community contributors

Trial offer
So how pragmatic can a Community Product Manager be? If you’re a social software vendor and prepared to collaborate with me, let’s measure the fruits of our labour. To be clear, my resources are limited, as I’m sure yours are too, and I cannot possibly agree to help everyone that responds. So if you’re as serious about this stuff as I am, then please do not hesitate to respond and lets get going. You can email me at steven@stevenmilstein.com.

SERVaaS – Service as a Service?
If all goes well, then I hope to have a better understanding of the demand for Community Product Managers and the viability of offering the above services. Once I have a few customers in place, then taking it to the next level is already the subject of sleepless nights in Montreal and will have to be saved for another post down the road.

Reflection
What do you think? Are you in development? Do you think there’s a place in the software development lifecyle for Community Product Managers? Or, are you a stakeholder on the outside yearning for a(nother) voice on the inside? Either way, please comment, share with a colleague, customer, developer and help get those email requests coming in.

Many thanks to the good folks; Amber Naslund, Cory Hartlen , Marc Whitchurch, Chris Ramsey and Marcel Lebrun at Radian6 for all their time and consideration.

And another Thank You to Alora Chistiakoff over at Social Computing Magazine for reaching out to me and offering my first resyndication.

Related posts:

1. Lessons learned from Social Content 2.0 Circle of Life – Part 1 Distinction between a Community Manager, Product Manager and a Community...
2. Lessons learned from Social Content 2.0 Circle of Life – Part 2 The most important pattern that emerged and lesson I learned...
3. Lessons learned from Social Content 2.0 Circle of Life – Part 3 My outside your firewall, shared listening and engaging Community Product...

More on how to infuse Social Content 2.0 into your social software lifecycle

One of Twitter’s endearing qualities is simplicity. After it’s “@” (Reply), or, “D” (Direct message), you have the remaining 140 characters to get your message across. Another powerful aspect of Twitter is it’s ability to broadcast, as well as, persist these messages. This means that anyone can pick up on a previous conversation and breath new life into it.

Traditionally, if you’re in customer service, or, support, this is probably the last thing you want. Imagine you’ve been working on an open “ticket”, playing round robin with the customer and perhaps development, you finally close the matter and someone, out of the blue, shows up with a new wrinkle. You may never be able to close a ticket again.

Granted, I’m pushing it a bit, but not much. The primary issue here is, Twitter is unstructured and traditional customer service and support need structure. And for good reason too! Customer service and support are legally binding. Customers pay money, in one form or another, for support and perhaps maintenance of the product, or, service. Once we, as providers of these products, or, services accept our customer’s money we are on the hook to deliver for a certain period of time.

So how do we convert this Social Content 2.0 that lives not only in Twitter databases, but in all the social networks, from casual conversations into legally binding action items? My guess is you don’t. I think if you try then you’ll stifle the casual conversations and pollute your service/support systems.

This is what I think you need to do with your customer service and support folks:
1. Explain to them the journey they are about to embark on in the new social networking frontier.
2. Take the time to onboard, or, train them on how to the tools.
3. Encourage them to use the tools in their personal lives first so they can appreciate their new found power and enlightenment.
4. Arm them with a core message so they’ll always know how to handle themselves. Read Chip & Dan Heath’s book Made To Stick about Southwest Airlines’ “THE low-fair airline”.
5. Follow other companies leads, like Dell, and create their social network accounts with their real names suffixed by the company name. For example: DirkShawVignette. Real people want to relate to real people. Not silly unprofessional icons and bizarro, or, no empty profiles.
6. Create a company web page listing all of their accounts so others can a) validate these people actually work there & b) discover more Twitter accounts to Follow. Look how Radian6 does it. Look to them again when you’re ready to scale your monitoring process.
7. To protect the richness and integrity of your Social Content 2.0 and not blur the line between it and your customer service and support systems, I would move some of traditional inside the firewall systems to the outside. Moving to transparent development means anyone, customer, or, not, can participate in the development and debugging process. That means you can see any defects already discovered in the system along with the internal and external conversations revolving around them. The same for feature requests. Maybe someone already asked for exactly the same thing, only slightly different. Go ahead and add your $0.02. The same for usability features. Maybe you’re having trouble with a particular feature. Could it be you’re the only one? Maybe, or, maybe not. At least you can check it out for yourself.

My guess is you’ll see a reduction in backend customer service and support costs, an increase in overall customer satisfaction and a happier, more fulfilled development team that’s not only more in touch with your market but also your new flock of evangelists.

IMO, of course

Off you go now. Good luck trying to fit this into 140 characters. That’s what tinyurl is for.
Thanks for inspiration! I’m going to blockquote this stuff and repost on my blog.

Originally posted as a comment by stevenmilstein on Dirk Shaw’s blog using Disqus.

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This is about me taking a traditional role in software development and creating its counterpart on the customer side to improve communications between all stakeholders. This is where Product Manager meets Community Product Manager.

Social Content 2.0: Content derived from the spontaneous, effortless, contagious and insightful use of social software. This content flows independent of the networks, platforms and tools themselves and is solely driven and by the interests, concerns, opinions and experiences of the community and their desire to contribute.

Gartner Magic Quadrant for Social Software (Oct 2008)

The social software state of affairs

1. According to Gartner’s Magic Quadrant for Social Software, there is not one software company in the Leaders quadrant and only Microsoft & IBM in the Challengers quadrant. That means, there’s lots of room for improvement in today’s social software offerings.
2. Based on these excerpts, almost 40% of the players have size issues when it comes to their ability to execute:
   

   1. AskMe-Realcom: The impact of the June 2008 merger between AskMe and Realcom on the company’s direction and product evolution will take time to work through.
   2. Atlassian: The company’s size (currently 190 employees) and reach can limit its ability to handle growth and meet the demands of large global organizations.
   3. Awareness: Despite doubling to 50 employees during the last year, Awareness is still a relatively small organization.
   4. blueKiwi Software: Despite some growth in 2008, blueKiwi is a small company with about 30 employees, limited resources and no activity outside Europe.
   5. Blogtronix: The company’s small size, small partner network and limited enterprise deployments limit its ability to execute.
   6. CustomerVision: CustomerVision has limited market presence, is very small in size (18 employees) and has a limited “ecosystem.”
   7. Drupal: Acquia is a small and new organization with an unproven ability to execute.
   8. eTouch: eTouch is a small company (15 employees) with limited ability to execute.
   9. EMC: EMC has a document- and process-centric view of collaboration, with little support for informal communities in its current eRoom product.
   10. EPiServer: The company has almost no presence outside Europe.
   11. FatWire: Although TeamUp is being deployed independently, its primary short-term appeal will be among existing FatWire customers and creative marketing teams or media agencies dealing with rich media content.
   12. Google: Weaknesses in social interaction support and group information organization, moderation and expertise location will need to be addressed before the product is suitable beyond content authoring and sharing.
   13. GroveSite: The company’s small size (15 employees) limits its ability to execute.
   14. Huddle: Huddle is a small U.K.-based company, with a limited ability to execute, and no large-scale deployments (beyond 2,000 users per site).
   15. IBM: Whether justified or not, perceptions of complexity and dependencies on other IBM products such as Domino, WebSphere or DB2 will make it more difficult for IBM to reach customers outside its existing customer base.
   16. Igloo: Igloo is a small company that needs to attract a broader customer base beyond its handful of customers in Canada and the U.S.
   17. Jive Software: Although growing, Jive Software’s size will inhibit its ability to establish a clear positioning as an enterprise vendor.
   18. Josh: The company is very small (16 employees) and has limited exposure outside Europe.
   19. Leverage Software: Leverage is still a small organization (40 employees), with activities mainly in the U.S.
   20. Liferay: Commitment from the vendor and the Liferay communities to the collaboration and social software market is still unproven.
   21. Lithium Technologies: It offers limited support for team collaboration via document/content creation and sharing, and no informal project support.
   22. LiveWorld: It has limited authoring, document sharing or team collaboration support.
   23. Microsoft: There are functional gaps including social tagging and bookmarking, social search and an improved wiki (although some of these are offered by Microsoft as open-source components through its Codeplex community).
   24. MindTouch: Despite doubling to 26 employees in 2008, MindTouch is still a small and young organization that has yet to prove its ability to serve enterprises.
   25. Mzinga: The company has little experience with internal employee collaboration beyond talent development and social learning.
   26. Novell: Product visibility beyond the existing Novell customer base is limited.
   27. ONEsite: Despite the Social platform acquisition, ONEsite is still a small organization with just over 50 employees.
   28. Open Text: Despite capability enhancements in Livelink ECM – Extended Collaboration and the RedDot product line, some gaps will remain (for example, rich profiles, social tagging, social analytics and mobile support) until the release of new social computing offerings currently in production.
   29. PBwiki: The company is small (30 employees).
   30. Six Apart (Movable Type): Six Apart’s main focus is not the enterprise, where it has an unproven track record beyond blogging services and technology.
   31. Small World Labs: Although it is a growing organization, it is still small.
   32. Socialtext: Its primary audience is outside the IT department, which makes it easier to strike quick opportunistic deals but harder to close large enterprise deals.
   33. Telligent: Although very good in general community support, there are functional gaps in social network analysis, social search and support for more structured collaboration (such as tasks, simple workflow and projects).
   34. ThoughtFarmer: It is a small organization with a small client base and no evidence of large-scale deployments.
   35. Tomoye: It has limited geographic and vertical-market diversification.
   36. Traction Software: Traction is still a very small organization (10 employees) that needs to grow faster if it is not to be left behind.
   37. TWiki: The governance issues between the TWiki.net commercial organization and the TWiki developer community, and the subsequent creation of a new splinter project (www.twikifork.org) in October 2008 will impact its ability to execute.
   38. Vignette: Collaboration has not been Vignette’s main focus, although it is an important ingredient both in its outward facing Web Experience strategy and for supporting internal collaboration.

   Using your browser, Find for the word “employees”. Aside from this last occurance, there should be 12. Now Find “small”. That should add another 2. That means 14 of 38 – almost 40% of the companies Gartner chose, have size issues related to their ability to execute. If you look through the rest of the report, you’ll see that all of them, not just the others listed above, have product issues.

3. The global financial crisis has resulted in major job cuts – software developers and service providers are not immune. That means that all of them are being asked to do more with less. For many that may mean focusing on customer support and maintenance issues, as opposed to, new features, innovation and growing their market. That makes the 40% even more vulnerable.
4. Outside-in (see below) and Agile software development processes are proven & accepted methods for getting & validating that customers’ needs are not only being met & delivered, but delivered with high quality. These methods help reduce the risk that precious development & testing time is only spent on features valuable to the business.
5. Social software, in itself, is vital to outside-in agile software development. The content that flows through these products, like blood through your viens, is intellectual property conceived by the social network. Let’s call that “Social Content 2.0″. This content, this priceless commodity, needs to be injected into the products’ development lifecycle to not only reduce risk but increase its value to the business and its stakeholders. (See my 2 minute video which refers to the various stakeholders.)

Community Product Manager – The missing link
Everyone is low on talent. Many are missing, or, simply can’t afford the connection between the market and development. So why not have an outside-in community product manager for your social software? What does that mean? Traditional product managers work alongside the development team. They are responsible for a multitude of tasks, including gathering, prioritizing, managing and conveying requirements and priorities from their stakeholders to the development team. That’s a lot of stuff for someone to do with decreasing resources. So how about having a counter-part whose sole purpose is to represent the outside stakeholders – like Principle, End Users and Partners. Preferably a Community Product Manager would have some of the following traits:

1. A software product development background
2. Customer facing experience
3. Strong presentation skills
4. Strong writing skills
5. Training/mentoring experience
6. Ability to effectively work remote to keep expenses down and more importantly, timeliness up
7. Willingness to travel on-site
8. Has a stickman profile image

One of the challenges facing many product managers is described in Chip and Dan Heath’s book Made to Stick: Why Some Ideas Survive and Others Die. They call it …

The Curse of the Knowledge: When we start to forget what it’s like not to know what we know.

IBM’s Carl Kessler and John Sweitzer wrote Outside-in Software Development: A Practical Approach to Building Successful Stakeholder-based Products. One of the key take away points for me, is the importance of mixing the social process into the software development process.

So the primary responsibility for the Community Product Manager is to filter, manipulate & translate that Social Content 2.0, derived from the stakeholders, into the language of the product manager and the development team. If everyone gets along, this should not only reduce the workload of the over-burdened product manager but also infuse the community’s Social Content 2.0 into the product’s development lifecycle. This is the aim of outside-in software development.

The time is now
Clint Boulton reports in Enterprise Social Software Headed for Consolidation Cycle During Recession

What do companies like Socialtext, MindTouch, Jive Software, Awareness, Yammer and NewsGator have in common? As providers of messaging and collaboration enterprise applications, they all may be fodder for acquisition in 2009. Gartner analyst Matt Cain says 60 percent of such vendors will get bought or go under, with the recession paving the way for more deals at cheaper prices.

Q. Now what else do you think these companies have in common?
A. Everyone should be highly motivated to welcome the services of a Community Product Manager.

It’s your move
So this is my big plan. I’m going to reach out to the social software development community and offer my Community Product Manager social services.

Reflection
Infusion anyone? Do you think there’s place in today’s economy and social software’s state of affairs for a Community Product Manager?

Related posts:

1. Lessons learned from Social Content 2.0 Circle of Life – Part 1 Distinction between a Community Manager, Product Manager and a Community...
2. Trial offer to test the Social Content 2.0 Circle of Life More on infusing community and product management for social software...
3. Lessons learned from Social Content 2.0 Circle of Life – Part 2 The most important pattern that emerged and lesson I learned...

My First Profile Image - The Happy IBMer

Social Values 2.0
Its more about the folks in your social network than the technology that enables your social network. Its the value they can spontaneously and casually generate with a simple click of a button.

The rumors were true. There are layoffs & I’m among them. I have until 6 Feb 2009 to find a new job within IBM, or, yada yada yada. This is the first of two posts I’d like to share with you about my experience inside Big Blue. It’s all good. Here is a cleansed version of my 19 Sep 2008 internal blog. (All internal links have been removed.)

I hear the train a comin’
About mid-September 2008, I was informed my current role as Lead Business Analyst (aka Product Manager) in Rational Portfolio Manager (RPM) has been discontinued. I have until the end of October 2008 to find a new job inside Big Blue, or else, yada, yada, yada. Now the truth is, this wasn’t a big surprise to me. RPM sales to new customers was halted back in Q1 2008 and for now, there will be no further releases – just iFixes. So managing requirements & providing demos is just not something the business needs.

Gotta get out of this place
So back in Q1 2008, I started improving my skill-sets and finding news ones. There’s loads of stuff out there & I chose to invest my time in learning about Agile software development. Almost immediately, I got into Outside-in Software Development: A Practical Approach to Building Successful Stakeholder-Based Products by John Sweitzer and Carl Kessler of IBM SWG. It’s a great read & if you’ve been in software development long enough, can easily relate to the experiences they write about. I was so inspired by the book, that I decided I needed to put my Agile education and outside-in software development knowledge to practice. Unfortunately, this was not going to happen back in RPM-land.

So on the advice of my manager Robert St-Laurent, I looked into “Blue Opportunities” (a way to temporarily join another team to gain new experiences) to see if there was anyone out there looking for this kind of help. I couldn’t find what I was looking for so, I simply created my own custom made opportunity. All I had to do was shop it around and see if I could get any takers. But where? These development practices seemed so foreign from where I was coming from. So I took a shot and sent an email to Carl Kessler, John Sweitzer & Scott Ambler asking if they knew of any teams already well experienced in outside-in agile software development & if they would be OK with me shadowing the process and more specifically the product manager/owner.

Now this was a sort of Hail Mary for me but, you never know if you don’t ask. Less than two hours later, Carl Kessler answers me & within days I’m hooked up with the Search and Discovery, ECM team from Information Management shadowing Jake Levirne & Rishi Patel. In the end, I had a better understanding of their environment and provided them with a proof-of-concept where I mapped their current tools & process into that of the Rational Team Concert (beta 3 at the time).

Funny, eh?
Trying to leverage my experience, I used my new found connections to go after a few new product manager/owner opportunities with the IM group. I thought it went well but nothing materialized & heard recently that they were not able to hire outside of IM. Get it? The group practising outside-in development couldn’t hire from outside. Nonetheless, it was a phenomenal experience & to this day I get great mileage out of the whole story.

Giveback
If you’re interested, I blogged (internally) the entire Blue Opportunity, presented a Lunch & Learn back in the RPM lab and just a few days ago, was given the opportunity to repeat (no pun intended) the Lunch & Learn at the Disciplined Agile Development Work

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Hint #1: The monkey was right.

The monkey was right.

Look beyond what you see
Are you trying to convince your friends, or, colleauges that they need to get into Twitter, Facebook, LinkedIn, blogs, wikis, instant messaging, etc. Worse yet, have you convinced your boss that these tools of social software are not developed and promoted by the Axis of Evil for the purposes of killing our productivity?

Don’t get me wrong. Look at what I blog about. Look at my photo. Do I look like a member of the Axis Of Evil Social Software Society? Look back at my Starting My Own, Thanks to … post & you’ll see that at one time, I too didn’t see the business value of this stuff. However, since then I can honestly say, that I don’t recall ever learning so much from some many different people – absolute strangers yet, in such a short period of time. Oh yah, did I mention that it was all for free? All thanks to social software, social networking, social media and most importantly the folks that provide the intellectual property – the content. Now that’s just my experience. And it may be just yours too. But it may not be your colleagues’, or, boss’. So the big question is; “What did your organization gain?” Where’s the business value for social software?

Enterprise 2.0
The originator of the phrase “Enterprise 2.0″, Professor Andrew McAfee defines it as

the use of emergent social software platforms within companies, or between companies and their partners or customers”.

Oddly enough, he specifically states that

Wikipedia, YouTube, Flickr, MySpace, etc. These are for individuals on the Web, not companies. Some companies use sites like YouTube for viral and stealth marketing, but let’s explicitly put these activities outside our definition of Enterprise 2.0.

Dion Hinchcliffe, in his The state of Enterprise 2.0 post, reminds us of the primary concern of business

Whether Enterprise 2.0 brings real bang for the buck by making the daily work of organizations measurably more productive, efficient, and innovative.

Is it just me, or, don’t you find that a little bit funny? In my opinion, I think these examples of social software actually feed and drive Enterprise 2.0. I think its more about content than tools. But it’s Andrew’s phrase so I guess I’ll have to come up with my own. How about “ Social Content 2.0“?

Hint #2: What starts with someone requesting something & ends with someone else delivering it? (And it’s not pizza.)

Find a cause. Remember

Step 1: Find a cause
Now, if we could see beyond all those tools, beyond what is and what is not Enterprise 2.0, and simply concentrate on the content, then I think we’re well on our way to becoming that hero. So find a cause. Find something you need to deliver. Something that you can’t do on your own. Something that cries out for collaboration, sharing, communicating. Use the tools to help you achieve your goal. Sound a little too abstract?

How about a project?
Projects start with someone asking for something and end with someone else delivering it. Projects are very social. So we’ve got our cause now. Now let’s look at our tools. We already have enough examples of social software, so now let’s consider our tradtional project management software.

The problem with projects
I’m in the middle of reading Chip and Dan Heath’s book Made to Stick: Why Some Ideas Survive and Others Die and came across the following passage:

… “No plan survives contact with the enemy,” says Colonel Tom Kolditz, the head of the behavioral sciences division at West Point. “You may start off trying to fight your plan, but the enemy gets a vote. Unpredictable things happen – the weather changes, a key asset is destroyed, the enemy responds in a way you don’t expect. Many armies fail because they put all their emphasis into creating a plan that becomes useless ten minutes into the battle.”

Now replace some of the key words – like “enemy” for “customer”, “armies” for “software labs” and “battle” for “development”. Sounds like the Colonel and I have been on a few software development projects together. And I doubt we’d be alone in that analogy.

Step 2: Get social
IBM’s Carl Kessler and John Sweitzer wrote Outside-in Software Development: A Practical Approach to Building Successful Stakeholder-based Products which contains some great examples of things going wrong and how to rectify the situation. For me, outside-in software development is really about mixing the social process into the software development process.

In my previous The Role of Social Software and Outside-in Agile Development I discussed how we are moving away from the Waterfall Model for software development towards Agile. Coincidentally, I also illustrated how we are moving away from the stoic/static Ivory-tower based tooling to the outside-in community-based ones. And finally, I tie it all together with an illustration of how you could use Rational Team Concert, the Agile/Scrum Process and IBM’s Lotus Greenhouse for outside-in software development.

I then followed that post up with Whiteboarding about Social Maps and Software and sketched how various communities of Stakeholders can form ad hoc social networks through the use of social software, (read IBM’s Lotus Greenhouse).

Step 3: Find a project management tool that’s sociable
Flip through Leisa Reichelt‘s presentation about how project management is evolving.

Here’s a few other opinions and possible tools to help you on your way to becoming that hero:

• Andrew Filev, founder and CEO of Wrike, Inc. writes that “Project Management 2.0″ is based on
  

  Collective intelligence … is a form of intelligence that emerges from the collaboration and competition of many individuals.

  and

  Emergence … is a form of collective behavior, when parts of a system do together what they would not do by themselves.

• Bruce P. Henry, a founder of Liquid Planner writes in his Social Project Management post that
  

  … project management is about people making commitments to other people to work with still other people to get something done or built for perhaps some other people. Project management is about people. If that’s not social then I don’t know what is!

• Rick Cook in his post Jazz in Concert—Jazz Platform and Rational Team Concert Make Sweet Music for Development Teams writes
  

  Collaboration in software development isn’t a luxury—it’s a necessity that software teams have to figure out how to do better. With the right tools such as IBM’s Rational Team Concert built on the Jazz technology, any size software development team can stay in sync in real-time, regardless of location.

Be that hero. Put Social Content 2.0 into your next project.

Step 4: Get viral
Take a look at Business Week’s Social Media Will Change Your Business By Stephen Baker and Heather Green. You don’t have to read it. Just look at the number of comments it solicited. At the time of this post, it was at 3110! Now that’s social. That’s viral! That’s Social Content 2.0. And apparently, it doesn’t even matter how accurate, or, truthfull some of those comments are. According to Rubicon Consulting & Online Communities and Their Impact on Business: Ignore at Your Peril, 10% of the community members contribute 80% of the content. These Most Frequent Contributors (MFCs) are second to word of mouth when it comes to influencing others. So while having Web 2.0 technology features in your project management tool may make it more social, it’ll never make your deliverable more viral.

The Sweet Spot – Social Content 2.0
Dion Hinchcliffe’s #1 prediction from his 8 Predictions for Enterprise Web 2.0 in 2009 Enterprise Web 2.0 post, states

1. Tight budgets will drive the adoption of low-cost Web 2.0 and cloud/SaaS solutions. This seems like an obvious prediction but how it plays out will be very interesting. This could end up actually helping the smaller Enterprise Web 2.0 players as companies look to get away from the big-ticket, enterprise-class offerings from major vendors like IBM, Oracle, and others. But in reality, once enterprises make the decision to move to platforms for wikis, enterprise mashups, cloud services, SaaS enterprise apps, and so on, they may find the one-stop shop of pre-integrated solutions from entrenched software providers more than they can resist. Make no mistake, however, IT shops and businesses alike will be looking to cut costs and I expect a lot of IT and business downsizing to happen in a surge of “Economics 2.0″.

Did you catch that? The “pre-integrated solutions” part? To me, that’s the sweet spot. Whoever can, not only integrate Web 2.0 technologies into their project management tools, but integrate that viral Most Frequent Contributor Social Content 2.0 into the products developed by those tools will rule.

Reflection
Do you have any experience with any of the products in this space? If so, I’d love to see your comments. If not, are you a traditional project management type? Do you think this is just one of those phases & in the end folks will return to the classics?

In the spirit of openess, I’m going to reach out to some of those mentioned above. In addition, I’ll ping someone at Basecamp and Cynapse who I know do great things in collaboration software but am uncertain about the extent of their project management features.

Your opinion along with any constructive feedback is much appreciated.

Photo credits, click on images to find source.

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