Three is the magic number

Success in the technology world depends on three principles:

• Build the right thing
• Build the thing right
• Get the thing done

Here’s my view of how these goals align with an essential triad of tech leadership roles, and how the healthy tension between them maximises the value of what the team delivers.

1. Build the Right Thing

Owner: Product Manager

Building the right thing is about the value of the concept in the context of the real world. There are myriad ways for a Product Manager to determine whether they are building the right thing, the key is that it is a continuous process and that a Product Manager is not afraid to admit when they have made a mistake, opening the way for change.

2. Build the Thing Right

Owner: Technical Lead

This may be a Technical Lead, an Engineering Manager, or even a very hands-on Architect but it’s vital that this person is involved in determining how to build the product. This includes an appropriate level of concern for the quality, scalability, and extensibility of the product.

3. Get the Thing Done

Owner: Project Manager

You could have 99% confidence in your product/market fit, the latest technologies in place, a beautiful CI/CD pipeline and complete automated test coverage, and none of it matters if you don’t get your product live. The Project Manager ensures the business environment is configured for success – whether it’s the people, process, or planning that needs attention.

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Closing thoughts

Most people would argue that in an effective technology team, everyone is considering each of these goals all of the time, perhaps with a different emphasis depending on their role and experience, and I agree. A Product Manager who doesn’t care about quality is a danger, a Product Manager who doesn’t care about getting their product live is a disaster.

My argument is it benefits the team to have a champion for each of these concerns. In the past, working with a great Project Manager and Tech Lead has enabled me to do my best work because I know they will fight their corners. I’m not having to compromise my own vision before I’ve had time to test the boundaries of what’s possible. Equally, when there’s an imbalance in the influence of these three roles, or worse, one is entirely missing – that’s when I’ve either been exhausted by constantly having to wear a different hat or else just driven ahead with lacklustre planning and poor practices.

I’m sure there are lots of other configurations of roles besides those outlined here. Take some time to think about who’s owning each of these areas in your team and I hope this helps you and your colleagues do the best work of your careers.