The Tao of Product Management
The following is a tongue-in-cheek adaptation of “The Tao of Programming,” written by Geoffrey James in 1987 and sourced from this MIT Link. No identification with actual persons, companies and products is intended or should be inferred. (Also, no cats were harmed in the writing of this piece). As you read it, please bear in mind that the idioms, phrases and pronouns are from a book written four decades ago.
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Book 1
The Silent Void
Thus spake the Master Product Manager:
“When you have learned to snatch the requirement from the mind of the user, it will be time for you to leave.”
1.1
Something mysterious is formed, born in the silent void. waiting alone and unmoving, it is at once still and yet in constant motion. It is the source of all products. I do not know its name, so I will call it the Tao of Product Management.
If the Tao is great, then the feature is great.
If the feature is great, then the product is great.
If the product is great, then the experience is great.
The user is pleased, and there is harmony in the world.
The Tao of Product Management flows far away and returns on the wind of morning.
1.2
The Tao gave birth to the requirement. The requirement gave birth to the feature.
The feature gave birth to the release. Now there are ten thousand metrics.
Each metric has its purpose, however humble. Each metric expresses the Yin and Yang of software. Each metric has its place within the Tao.
But do not measure page views if you can avoid it.
1.3
In the beginning was the Tao. The Tao gave birth to Space and Time.
Therefore Space and Time are the Yin and Yang of Product Management.
Product Managers that do not comprehend the Tao are always running out of time and space for their product releases. Product Managers that comprehend the Tao always have enough time and space to accomplish their goals.
How could it be otherwise?
1.4
The wise Product Manager is told about Tao and follows it. The average Product Manager is told about Tao and searches for it. The foolish Product Manager is told about Tao and laughs at it.
If it were not for laughter, there would be no Tao.
The highest sounds are hardest to hear. Going forward is a way to retreat. Great talent shows itself late in life. Even a perfect product still has bugs.
Book 2
The Ancient Masters
Thus spake the Master Product Manager:
“After three days without Product Management, life becomes meaningless.”
2.1
The Product Managers of old were mysterious and profound. We cannot fathom their thoughts, so all we do is describe their appearance.
Aware, like a fox crossing the water.
Alert, like a general on the battlefield.
Kind, like a hostess greeting her guests.
Simple, like uncarved blocks of wood.
Opaque, like black pools in darkened caves.
Who can tell the secrets of their hearts and minds?
The answer exists only in Tao.
2.2
The Grand Master Turing once dreamed that he was a machine. When he awoke, he exclaimed:
“I don’t know whether I am Turing dreaming that I am a machine, or a machine dreaming that I am Turing!”
2.3
A Product Manager from a very large company went to a software conference and then returned to report to his VP, saying: “What sort of Product Managers work for other companies? They behaved smugly and were concerned only with appearances. Their hair was styled and their suits were tailored. They crashed our hospitality suite and they made rude noises during my presentation.”
The VP said: “I should have never sent you to the conference. Those Product Managers live beyond the physical world. They consider life absurd, an accidental coincidence. They come and go without knowing limitations. Without a care, they live only for their products. Why should they bother with social conventions?
They are alive within the Tao.”
2.4
A novice asked the Master: “Here is a Product Manager that never designs, documents or tests his products. Yet all who know him consider him one of the best Product Managers in the world. Why is this?”
The Master replied: “That Product Manager has mastered the Tao. He has gone beyond the need for design; he does not become angry when the website crashes, but accepts the universe without concern. He has gone beyond the need for documentation; he no longer cares if anyone else sees his APIs. He has gone beyond the need for testing; each of his products are perfect within themselves, serene and elegant, their purpose self-evident. Truly, he has entered the mystery of Tao.”
Book 3
Design
Thus spake the Master Product Manager:
“When a product is being tested, it is too late to make design changes.”
3.1
There once was a man who went to a technology trade show. Each day as he entered, the man told the guard at the door:
“I am a great thief, renowned for my feats of shoplifting. Be forewarned, for this trade show shall not escape unplundered.”
This speech disturbed the guard greatly, because there were millions of dollars of technology equipment inside, so he watched the man carefully. But the man merely wandered from booth to booth, humming quietly to himself.
When the man left, the guard took him aside and searched his clothes, but nothing was to be found.
On the next day of the trade show, the man returned and chided the guard, saying: “I escaped with a vast booty yesterday, but today will be even better.” So the guard watched him ever more closely, but to no avail.
On the final day of the trade show, the guard could restrain his curiosity no longer. “Sir Thief,” he said, “I am so perplexed, I cannot live in peace. Please enlighten me. What is it that you are stealing?”
The man smiled. “I am stealing ideas,” he said.
3.2
There once was a Master Product Manager who wrote unstructured requirements. A novice Product Manager, seeking to imitate him, also began to write unstructured requirements. When the novice asked the Master to evaluate his progress, the Master criticized him for writing unstructured requirements, saying, “What is appropriate for the Master is not appropriate for the novice. You must understand Tao before transcending structure.”
3.3
There was once a Product Manager who was attached to the court of the warlord of Wu. The warlord asked the Product Manager: “Which is easier to design: an accounting package or an operating system?”
“An operating system,” replied the Product Manager.
The warlord uttered an exclamation of disbelief. “Surely an accounting package is trivial next to the complexity of an operating system,” he said.
“Not so,” said the Product Manager, “When designing an accounting package, the Product Manager operates as a mediator between people having different ideas: how it must operate, how its reports must appear, and how it must conform to the tax laws. By contrast, an operating system is not limited by outside appearances. When designing an operating system, the Product Manager seeks the simplest harmony between machine and ideas. This is why an operating system is easier to design.”
The warlord of Wu nodded and smiled. “That is all good and well, but which is easier to debug?”
The Product Manager made no reply.
3.4
A CEO went to the Master Product Manager and showed him the requirements wishlist for a new application. The CEO asked the Master: “How long will it take to design this system if I assign five developers to it?”
“It will take one year,” said the Master promptly.
“But we need this system immediately or even sooner! How long will it take if I assign ten developers to it?”
The Master Product Manager frowned. “In that case, it will take two years.”
“And what if I assign a hundred developers to it?”
The Master Product Manager shrugged. “Then the design will never be completed,” he said.
Book 4
Coding
Thus spake the Master Product Manager:
“A well-written application is its own Heaven; a poorly-written application is its own Hell.”
4.1
A product should be light and agile, its features connected like a string of pearls. The spirit and intent of the product should be retained throughout. There should be neither too little nor too much. Neither needless bells nor useless whistles; neither lack of structure nor overwhelming rigidity.
A product should follow the “Law of Least Astonishment”. What is this law? It is simply that the product should always respond to the users in the way that least astonishes them.
An product, no matter how complex, should act as a single unit. The product should be directed by the logic within rather than by outward appearances.
If the product fails in these requirements, it will be in a state of disorder and confusion. The only way to correct this is to rebuild the product from scratch.
4.2
A novice asked the Master: “I have a product that sometimes works and sometimes crashes. I have followed the rules of product development, yet I am totally baffled. What is the reason for this?”
The Master replied: “You are confused because you do not understand Tao. Only a fool expects rational behavior from his fellow humans. Why do you expect it from a machine that humans have constructed? Computers simulate determinism; only Tao is perfect.
The rules of product development are transitory; only Tao is eternal. Therefore, you must contemplate Tao before you receive Enlightenment.”
“But how will I know when I have received Enlightenment?” asked the novice.
“Your product will work correctly,” replied the Master.
4.3
The Master was explaining the nature of Tao to one of his novices.
“The Tao is embodied in all products — regardless of how insignificant,” said the Master.
“Is the Tao in an iPad?” asked the novice.
“It is,” came the reply.
“Is the Tao in a video game?” asked the novice.
“It is even in a video game,” said the Master.
“Is the Tao in the Generative AI?” asked the novice.
The Master coughed and shifted his position slightly. “The lesson is over for today,” he said.
4.4
Prince Wang’s Product Manager was writing requirements. His fingers danced upon the keyboard. The PRD linked to JIRA without an error message, and the requirements flowed a gentle wind.
“Excellent!” the Prince exclaimed. “Your technique is faultless!”
“Technique?” said the Product Manager, turning from his laptop, “What I follow is Tao — beyond all techniques! When I first began to write requirements, I would see before me the whole problem in one mass. After three years, I no longer saw this mass. Instead, I used feature groups. But now I see nothing. My whole being exists in a formless void. My senses are idle. My spirit, free to work without a plan, follows its own instinct. In short, my requirements write themselves. True, sometimes there are difficult problems. I see them coming, I slow down, I watch silently. Then I change a single line of requirement and the difficulties vanish like puffs of idle smoke. I then link the PRD to JIRA. I sit still and let the joy of the work fill my being. I close my eyes for a moment and then log off.”
Prince Wang said, “Would that all of my Product Managers were as wise!”
Book 5
Maintenance
Thus spake the Master Product Manager:
“Though a product have but three features, someday it will have to be maintained.”
5.1
A well-used door needs no oil on its hinges.
A swift-flowing stream does not grow stagnant.
A deer blends perfectly into the forest colors.
Products rot if not used.
These are great mysteries.
5.2
An Engineering Manager asked a Product Manager how long it would take him to finish the requirements on which he was working. “I will be finished tomorrow,” the Product Manager promptly replied.
“I think you are being unrealistic,” said the Engineering Manager, “Truthfully, how long will it take?”
The Product Manager thought for a moment. “I have some features that I wish to add. This will take at least two weeks,” he finally said.
“Even that is too much to expect,” insisted the Engineering Manager, “I will be satisfied if you simply tell me when the requirements are complete.”
The Product Manager agreed to this.
Several years later, the Engineering Manager retired. On the way to his retirement luncheon, he discovered the Product Manager asleep at his desk. He had been writing requirements all night.
5.3
A novice Product Manager was once assigned to write the requirements for a simple financial package.
The novice worked furiously for many days, but when his Master reviewed his requirements, he discovered it contained specs for a screen editor, a set of generalized graphics routines, and an artificial intelligence interface, but not the slightest hint of anything financial.
When the Master asked about this, the novice became indignant. “Don’t be so impatient,” he said, “I’ll put in the financial stuff eventually.”
5.4
Does a good farmer neglect a crop he has planted?
Does a good teacher overlook even the most humble student?
Does a good father allow a single child to starve?
Does a good Product Manager refuse to maintain his product?
Book 6
Management
Thus spake the Master Product Manager:
“Let the developers be many and the Scrum Masters few — then all will be productive.”
6.1
When Scrum Masters hold endless meetings, the developers write games.
When accountants speak of quarterly profits, the development budget is about to be cut.
When senior scientists talk blue sky, the clouds are about to roll in.
Truly, this is not the Tao of Product Management.
When Scrum Masters make data-informed commitments, game programs are ignored.
When accountants make long-range plans, harmony and order are about to be restored.
When senior scientists address the problems at hand, the problems will soon be solved.
Truly, this is the Tao of Product Management.
6.2
Why are developers non-productive? Because their time is wasted in meetings.
Why are developers rebellious? Because the Scrum Master interferes too much.
Why are the developers resigning one by one? Because they are burnt out.
Having worked with difficult Scrum Masters, they no longer value their jobs.
6.3
An executive was about to be fired, but a Product Manager who worked for him released a product that became popular and sold well. As a result, the executive retained his job.
The executive tried to give the Product Manager a bonus, but the Product Manager refused it, saying, “I released the product because I thought it was an interesting concept, and thus I expect no reward.”
The executive upon hearing this remarked, “This Product Manager, though he holds a position of small esteem, understands well the proper duty of an employee. Let us promote him to the exalted position of Management Consultant!”
But when told this, the Product Manager once more refused, saying, “I exist so that I can release products. If I were promoted, I would do nothing but waste everyone’s time. Can I go now? I have a product that I am working on.”
6.4
A CEO went to his Product Managers and told them: “As regards to your work hours: you are going to have to come in at nine in the morning and leave at five in the afternoon.” At this, all of them became angry and several resigned on the spot.
So the CEO said: “All right, in that case you may set your own working hours, as long as you finish your projects on schedule.” The Product Managers, now satisfied, began to work remotely.
Book 7
Corporate Wisdom
Thus spake the Master Product Manager:
“You can demonstrate a product for a corporate executive, but you can’t make him computer literate.”
7.1
A novice asked the Master: “In the East, there is a great tree-structure that men call ‘Corporate Headquarters’. It is bloated out of shape with vice presidents and accountants. It issues a multitude of memos, each saying ‘Go Hence!’ or ‘Go Hither!’ and nobody knows what is meant. Every year new names are put onto the branches, but all to no avail. How can such an unnatural entity exist?”
The Master replied: “You perceive this immense structure and are disturbed that it has no rational purpose. Can you not take amusement from its endless gyrations? Do you not enjoy the untroubled ease of product management beneath its sheltering branches? Why are you bothered by its uselessness?”
7.2
In the East there is a shark which is larger than all other fish. It changes into a bird whose wings are like clouds filling the sky. When this bird moves across the land, it brings a message from Corporate Headquarters. This message it drops into the midst of the Product Managers, like a seagull making its mark upon the beach. Then the bird mounts on the wind and, with the blue sky at its back, returns home.
The novice Product Manager stares in wonder at the bird, for he understands it not. The average Product Manager dreads the coming of the bird, for he fears its message. The Master Product Manager continues to work at his laptop, unaware that the bird has come and gone.
7.3
The Magician of the Ivory Tower brought his latest invention for the Master Product Manager to examine. The Magician wheeled a large black box into the Master’s office while the Master waited in silence.
“This is an integrated, distributed, general-purpose workstation,” began the Magician, “ergonomically designed with a proprietary operating system, sixth generation languages, and multiple state of the art user interfaces. It took my assistants several hundred man years to construct. Is it not amazing?”
The Master Product Manager raised his eyebrows slightly. “It is indeed amazing,” he said.
“Corporate Headquarters has commanded,” continued the Magician, “that everyone use this workstation as a platform for developing all new products. Do you agree to this?”
“Certainly,” replied the Master. “I will have it transported to Engineering immediately!” And the Magician returned to his tower, well pleased.
Several days later, a novice wandered into the office of the Master Product Manager and said, “I cannot find the coffee machine. Do you know where it might be?”
“Yes,” replied the Master, “the coffee machine is placed on the platform in the Engineering office.”
7.4
The Master Product Manager moves from product to product without fear. No change in management can harm him. He will not be fired, even if the project is cancelled. Why is this? He is filled with Tao.
Book 8
Hardware and Software
Thus spake the Master Product Manager:
“Without the wind, the grass does not move. Without software, hardware is useless.”
8.1
A novice asked the Master: “I perceive that one company is much larger than all others. It towers above its competition like a giant among dwarfs. Any one of its divisions could comprise an entire business. Why is this so?”
The Master replied, “Why do you ask such foolish questions? That company is large because it is large. If it only made hardware, nobody would buy it. If it only made software, nobody would use it. If it only maintained systems, people would treat it like a servant. But because it combines all of these things, people think it one of the gods! By not seeking to strive, it conquers without effort.”
8.2
A Master Product Manager passed a novice Product Manager one day.
The Master noted the novice’s preoccupation with a game on his smartphone.
“Excuse me,” he said, “may I examine it?”
The novice bolted to attention and handed the device to the Master. “I see that the game claims to have three levels of play: Easy, Medium, and Hard,” said the Master. “Yet every such game has another level of play, where the game seeks not to conquer the human, nor to be conquered by the human.”
“Pray, Great Master,” implored the novice, “how does one find this mysterious setting?”
The Master dropped the smartphone to the ground and crushed it with his heel. Suddenly the novice was enlightened.
8.3
There was once a Product Manager who built products for consumers. “Look at how well off I am here,” he said to a infrastructure Product Manager who came to visit. “I have my own corner office and cloud storage. I do not have to share my resources with anyone. The product is self-consistent and easy-to-use. Why do you not quit your present job and join me here?”
The infrastructure Product Manager then began to describe his system to his friend, saying, “The infrastructure sits like an ancient Sage meditating in the midst of the Data Center. Its disk drives lie end-to-end like a great ocean of machinery. The platform is as multifaceted as a diamond, and as convoluted as a primeval jungle. The provisioning requests, each unique, move through the system like a swift-flowing river. That is why I am happy where I am.”
The consumer Product Manager, upon hearing this, fell silent. But the two Product Managers remained friends until the end of their days.
8.4
Hardware met Software on the road to Changtse. Software said: “You are Yin and I am Yang. If we travel together, we will become famous and earn vast sums of money.” And so they set forth together, thinking to conquer the world.
Presently, they met Firmware, who was dressed in tattered rags and hobbled along propped on a thorny stick. Firmware said to them: “The Tao lies beyond Yin and Yang. It is silent and still as a pool of water. It does not seek fame; therefore, nobody knows its presence. It does not seek fortune, for it is complete within itself. It exists beyond space and time.”
Software and Hardware, ashamed, returned to their homes.
Book 9
Epilogue
Thus spake the Master Product Manager:
“Time for you to leave.”
