Release blocked? Why blockades are your mistake as a product manager and how to solve them

Sebastian's experiences with internal blockages

In practice, numerous internal blockades can occur in development. To gain an insight into these, Sebastian has brought along two examples from his past as a product manager:

Example 1: Software release blocked by GDPR

After developing an app for a large food company, which took six weeks, it took another nine months before the app was finally released. In this case, the General Data Protection Regulation (GDPR) blocked the release. Compliance with this had to be checked by a specialized law firm - and the schedule got out of control.

Sebastian sees himself as the real reason for this delay. After all, he knew that the GDPR would become an issue. He alone would have been responsible for involving the relevant stakeholders at an early stage and asking how the company would deal with GDPR compliance internally .

Example 2: Feature release blocked by stakeholder veto

In another case, there were problems with the performance of a mobile app that Sebastian was working on. The app needed additional features that were not included in the first release. To keep to the schedule, Sebastian and his team decided to implement and release these features quickly, similar to releasing an album that was developed from various ideas and concepts. During the review presentation, however, it turned out that the new functions were not user-friendly enough. Stakeholders described the usability of the app as "sh**ty". And rightly so! The team was so busy meeting the deadline and dealing with internal pressure that they simply skipped important steps such as usability testing.

Sebastian emphasizes in the video that it was his job as product manager to ensure that the team developed something that really added value for the customer. In this case, they did not sufficiently consider the usability of the feature together. As a result, the workload doubled and the feature could only be released several weeks later. Instead of giving in to direct pressure, Sebastian should have gone into the discovery process properly and made this clear to the stakeholders. All of this could have been avoided.

This is your job as a product manager

In addition to these two examples, there are countless other examples of how internal forces can contribute to delays or the failure of a product. Ultimately, as a product manager, you are responsible for this! It is your job to approach stakeholders, involve them and also speak unpleasant truths.

Tips: How can you do it better?

#1 - Identify your most important stakeholders using a stakeholder matrix

One of the first and most important measures that product managers can take to avoid blockades is to create a stakeholder matrix. This involves identifying all interest groups that can influence the product in some way and determining their position and influence on the product.

You then use this matrix to bring stakeholders with veto rights on board at an early stage and work with them proactively to avoid blockades. This could be the legal department or the CEO, for example.

#2 - Regular communication

Regular communication with all stakeholders is also essential in order to avoid blockades. Through reviews, regular product boards, 1on1s and public roadmaps, you maintain communication and communicate changes and adjustments to the product at an early stage.

This prevents stakeholders from being negatively surprised. They stay up to date and can point out potential problems more quickly.

#3 - Ship often, ship early! (Tech)

Sebastians also prefers to roll out test versions of the product early and often, similar to the release of musical works, and to insist that stakeholders use them. If necessary, show them in 1on1. This strategy also helps to identify blockers at an early stage. For example, the GDPR problem could have been prevented at an early stage.

#4 - When the child has fallen into the well, talk to those responsible

If blockages occur despite all precautionary measures, you should speak directly to those responsible, find out the reasons and find solutions. This doesn't always help in the specific situation, but it generates important lessons for the future. Especially at the beginning, as a young product manager, it can take a lot of effort to speak openly and honestly with stakeholders. So make sure you don't become a blockade yourself!

Over time, however, you will grow into your role and develop a standing that enables you to speak plainly and involve all those responsible in the process.

The most important facts in brief

Blockades are part of everyday life in product development. However, there are numerous measures that can help you as a product manager to avoid or eliminate them:

1. Identify your most important stakeholders using a stakeholder matrix
2. Involve stakeholders at an early stage
3. Communicate regularly with all key stakeholders
4. Ship often, ship early
5. Speak directly and confidently with those responsible in the event of blockages

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