O4 : THE MEDIUM-SIZE BUSINESS | PAGE 10LYNDA.COM | MANAGING CHANGE FOR TECHNOLOGY TEAMS
The Medium-Size Business
A product manager who works indirectly
with a team to develop a product often
identifies opportunity. The initial idea is
communicated along a short chain across
sections of the product development
group as needed. If it is a larger project,
multiple product managers work on com-
ponents of the product and coordinate
with multiple engineering teams.
The architect, developer leads, and
quality leads must determine how
the change will impact all aspects of
the work ahead and plan for adjustments
in development methodology and arch-
itecture. User experience designers may
be required to implement the change.
Developers, quality engineers, and
architects are all dependent on the
product manager and the developer
lead, who define and prioritize the
scope of work and feature roadmap.
Employee roles are specialized and not
“doubled up” for any one person. An
individual developer focused on one
feature or component of the whole
product communicates and collaborates
with fellow developers as needed.