Product Management at MojoTech
Product Managers (PM) occupy a unique position at MojoTech. They are responsible for product quality, project status and client satisfaction.
Your product is their ultimate responsibility and they are the central point of contact for all stakeholders involved in the project:
At the start of every project, we immerse ourselves in our client’s business; absorbing the fundamental factors behind the product vision in our Product Discovery Process. This gets everyone up to speed on the people, process and technology that will be used to bring the product to life. There are four steps:
We follow an Agile/SCRUM format — building and deploying working software in one or two-week increments (sprints). This pace requires timely input from clients and MojoTech alike to ensure we achieve the desired velocity consistently.
Testing & QA
A critical part of regular sprint planning is prioritizing new feature requests. We ask questions, challenge assumptions and encourage prioritization based on factors such as value to the business, user needs, cost of implementation and timeline/resource constraints.
We go through this prioritization exercise a LOT because building a great product is an ongoing, dynamic experience and we’re not afraid of changing requirements or new ideas.
There is an old saying we lean on a great deal:
The more software you build without releasing it, the greater the likelihood you are building the wrong thing.
We know that with a great framework for prioritization, we’ll ultimately build a successful product, in the most efficient way.
Software is a manifestation of human input, and its current state of evolution can be a tricky thing to pin down. Our Product Managers have an array of tools at their disposal to ensure complete visibility into your project over time, and at any given point in time. Here are a few of our favorites:
MojoTech’s sharpest tool set, however, is not manifested in a piece of workflow software. The hallmark of every successful project at MojoTech is collaboration. Building great software is hard and requires engaged, informed players on both teams. A project is complete when it starts working for you, rather than you working for it.
Helping to manage expectations and perceptions is important, but providing insights into how decisions imbue the product with maximum value is truly where the PM can be a helpful partner with a client.