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MVP for Maintenance module where all maintenance work was tracked for the vessels. While it was lift and shift but challenge was identifying the gaps and prioritizing correct features to provide MVP. For example, I brainstormed certain features like equipment maintenance, work orders, were most important than some reports.. I also realized that some authentications, system preferences were also missing which holds highest importance. There was also a feature where it would automatically tell which maintenance work is upcoming. I developed a report of my findings and came up with high impacted features that were missing. The effort was estimated, and high impact low effort took first seat in the roadmap followed by high effort features. Early Adopter mechanism

Result: There was 80% parity achieved w.r.t. legacy system for high impact features and 30% of targeted adoption was achieved for Maintenance module.

In my current organization, we integrate Analytics with various source teams,  As a PM of Analytics, i should focus on Global compatibility when i implement a feature, which can be compatible to all the SORs. 

We have one particular source system who asked for a specific requirement of profile filters, which when applied, its applicable to whole SOR, which inturn is expected to be applied automatically to the Analytics warehouse

Goal here is to apply the new feature of the source system to the downstream application analytics. 

I have had multiple discussions with the SOR and my analytics technical team and identified that, we do have some technical complexities to implement profile filters to analytics, this might impact other SORs. Work around for the current release, can be to push the notification to analytics application to apply the global filters in analytics again manually, and we can address this in next release, as this needs to be handled for that SOR specifically.

We had multiple discussions with the leaders of the SOR on the user satisfaction and the priority of the profile filters, but at the same time i presented the data of number of users that will be impacted from other source systems other than the one we will focus on, which might lead to drop of CSAT of other source systems

After presenting the data, the leaders were ok with the workaround i have suggested, and for the next release, we have separated user profile dimension for that particular sor and implemented the feature as requested. 

"I once encountered a disagreement with a technical stakeholder regarding the prioritization of features for a new product launch. The stakeholder was adamant about implementing a particular feature that, while technically feasible, didn't align with the product's core value proposition or target market.

To reconcile this disagreement, I initiated a collaborative discussion. I started by actively listening to the stakeholder's perspective, understanding their rationale for prioritizing the feature. I then presented data-driven insights on user behavior and market trends to demonstrate how the proposed feature might not yield the desired results.

To find a common ground, we explored alternative approaches that would address the stakeholder's concerns while staying aligned with the product goals. Ultimately, we agreed on a phased approach, implementing a simplified version of the feature initially and reassessing its impact based on user feedback. This compromise not only resolved the disagreement but also strengthened our working relationship."

Key points to highlight in your answer:

• Active listening and understanding the other person's perspective.

• Using data and evidence to support your point.

• Finding a compromise or alternative solution that meets both parties' needs.

• Maintaining a collaborative and respectful approach.

For prioritizing the product backlog, I evaluate each product across the dimensions of 1) impact on metrics/organization level goal the needle which it is trying to move, 2) reach of product as to how many personas or stakeholders experience will it improve 3) technical feasibility or complexity of the product being delivered which also includes dimensions of clarity in requirements and 4) if its of strategic importance to future growth

As a PL,
- Make a positive impact towards 3 critical business imperatives
- Gain team's and stakeholders trust
- Learn across portfolios to be able to innovate

When I enter a project with stakeholders who have different opinions, I first focus on understanding their perspectives and the underlying reasons for their views. I make sure to listen actively and ask clarifying questions to fully grasp their objectives and concerns.

For example, during a product launch, I had stakeholders from sales who wanted to push the launch date forward to capitalize on a market opportunity, while the R&D team was concerned about product readiness. To resolve this, I gathered market research data showing the potential revenue increase if we met the original timeline, and I also worked closely with R&D to understand their concerns about product quality. Although there were some objections, I presented a compromise that would allow us to meet the market demand by focusing on a phased rollout. I used financial projections to show that an earlier launch would indeed bring a strong return, while also addressing the R&D team's concerns by proposing additional quality assurance checks before full-scale distribution. This data-driven approach helped us reach a consensus, allowing the launch to happen on time while maintaining product integrity.

Throughout the project, I kept everyone updated with regular communications and used metrics to track our progress against goals. This transparency helped maintain alignment, even when issues arose, and allowed us to quickly address concerns and stay on track.