Unlearning and Learning: My Transition from Business Analysis to Product Management
It has been quite some time since my last post as I’ve been transitioning into a new role within Product Management. Throughout this transition phase, I’ve come across some fascinating moments that have made me realize the significant shift in mindset required on my part, considering my previous experience of over 5 years as an IT Business Analyst.
Allow me to share some of my insights and growth experiences I’ve gained since December 2021, with you.
Problem-Focused Mindset vs Solution-Oriented Mindset
Unfortunately, many organizations tend to confine the role of a Business Analyst to the solution space, overlooking the valuable contributions they make in the problem space as well. In the product realm, ownership extends beyond the solution space, and it is absolutely critical for the Product Person to begin by delving deeper into the problem space. Needless to say, a comprehensive understanding of the problem or the need is required to ensure that the best solution is being developed.
Advocate for Product Vision and Product Strategy
While the Business Analyst has limited control of the product roadmap, the Product Person holds the authority to accept or reject items for inclusion. This is where a clear Product Vision and Strategy become crucial. The Product Vision and Strategy serve as essential guides for determining what to prioritize and decline. If a certain item does not align with the product vision and strategy, the Product Person, as the advocate for the vision and strategy can reject it.
Ownership Extends Beyond the Production Release
It is quite common for most roles within tech teams to celebrate a go-live and then move on to other work items, forgetting all about it until a production issue arises. In Product management, however, there’s still so much to do post-release. Facilitating or even leading operationalization, monitoring metrics, and user behavior, are a few examples of the post-go-live tasks involved.
Metrics and Data-driven Decision Making
While Business Analysis involves data analysis to a certain extent, in Product Management, a deeper dive into metrics and adopting a data-driven approach is crucial in making informed decisions about the product’s direction and performance. Whether it’s the discovery stage or post-release monitoring, data, and metrics play a vital role in Product Management for making informed choices that lead to successful, user-centric, and impactful products.
Personal Validation of Hypotheses
It is common in most organizations for research and discovery to be carried out by someone else, and the findings are then handed over to the Business Analyst to proceed with the solution implementation. While there are dedicated roles for user research and data analytics, it is highly recommended that the Product Person be actively involved especially when the overall initiative ownership falls under their responsibility.
Adapt Communication to Suit the Specific Audience
A Product Person in general will liaise with a broader range of stakeholders than the Business Analyst. Among these stakeholders, there will be leadership roles from various verticals or divisions. It is important to understand the nature and the granularity of the information required from the Product role. Not everyone will be interested in the nitty-gritty. Most, especially those in leadership roles, will focus on the big picture, the outcomes, the impact, and the metrics.
Question the Value and Purpose of Each Request
Business Analysts and Product Persons are often faced with numerous requests for new features and enhancements. While it’s fantastic to see others outside of the product team being passionate and vocal about the product, it is equally important to delve deeper into the value the new feature or enhancement will bring. Take time to discuss with the person who brings in the request, what value they believe this enhancement or new feature will add to the product. Additionally do your own research, organize workshops to brainstorm, and gather different perspectives. Analyze relevant data to support the research. The goal is to ensure that every new addition truly benefits the product
This transition has been more than just a change in title — it has been a transformation of perspective, responsibility, and influence. I am grateful for the growth this journey has brought me, and I’m excited to continue honing my skills and contributing meaningfully to the success of the products I am entrusted with.
