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Craig Kerstiens

Product at Crunchy Data

Craig Kerstiens is the Chief Product Officer at Crunchy Data, a company specializing in open-source PostgreSQL database solutions. He has extensive experience in product management and engineering, particularly in the realm of data and cloud technologies. Prior to his role at Crunchy Data, Kerstiens held various positions at companies like Heroku, where he focused on product development and strategy.

Kerstiens is known for his expertise in building products that enhance user experience and drive business growth. His background includes significant contributions to the PostgreSQL community, where he has been involved in various initiatives to promote the use of open-source databases. He is also active on LinkedIn, where he shares insights related to product management and technology trends.

Highlights

Aug 7 · twitter

With most things there often isn't a free lunch, it is a question of tradeoffs. But proper Postgres connection pulling may be as close a thing as you can get. https://t.co/6OL3gSCVIg

May 28 · twitter

One of my favorite planning exercises is an effort vs. impact matrix for team alignment. Having honed and refined the exercise for over a decade across a ton of companies it's incredibly valuable. But how you perform the exercise has a huge impact in what you get out of it. Let me break down a few pieces for you in case you want to use it as a planning exercise for your team.

Personally it's important to not try to over analyze everything you could do. You and your team should be interacting with users daily, following the market, you have a sense of what you need to do–because of this you shouldn't have to go through the backlog and look at issues that are 17 months ago. If it hasn't come up since 17 months ago it's simply not important.

So start by everyone sitting down together and writing down on a post-it or similar the item they think should be on the roadmap. Spend 10 minutes or so on this, but presumably you've told people ahead of time about the exercise so they come prepared.

From there it's time to start to put things on a board, go around the room a person at a time and let them pull one item off their list. Aggressively time box and let them explain in 30-60 seconds. If it can't be explained in that period of time it is either too complex and needs to be broken down, or you need to do more discussion to align on what it actually is and actual effort (so just sit it aside for next time).

Once it's explained you should be able to place it on the grid. It's important to emphasize the coarseness of estimating, there a quadrants:

  • low effort
  • medium effort
  • high effort

Things cannot straddle across both. If it is low effort it is low effort, where it's placed within the low effort box does not change anything about it.

Your effort should be somewhere between a half order of magnitude. In our most recent exercise our effort buckets broke down like:

  • low effort ~ 1 week
  • medium effort - 3-4 weeks
  • high effort > 12 weeks

Now for impact, impact should almost always have a tie to revenue. If you can't decide how it ties to revenue you have to go back to what are you really building and do you have a business. There are of course exceptions to this... if you refactor something and it means you'll be twice as productive great that can be high impact, but if you just automated this manual tasks because it was manual... and the automation of that took 3-4 weeks, but the manual effort was 2 hrs per year... well...

When it comes to impact, product or your GM has final input on location, on effort engineering final say.

In the end once you've put things on a grid, then you can start to select which ones you're committing to. We do this by putting a box around them and assigning initials of the engineers working on it. You should NOT commit to everything if you do then you did no prioritization. It's not critical you do 100% of what you say, 80-90% can be great because things change and you need to adapt to your users and market not just stick to what you said the plan was because you decided 6 months ago.

At the end of the day, what you emerge with isn't only a roadmap. It's an alignment tool. Within 2 hrs you've talked about what is important, all seen the tough cuts, but agreed on the big things you're going to take on.

One of my favorite planning exercises is an effort vs. impact matrix for team alignment. Having hone

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Craig Kerstiens
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Location

Albany, California, United States