Wrangling A Problem

There are numerous theories on why transitioning from a project delivery framework to a product delivery one within an organization, particularly a government ministry, is challenging. This article summarizes my perspective, based on over two decades of experience in the IM/IT sections of three different Canadian Federal departments, on what product management means and how it could benefit public service work.

I regularly follow thought leaders and innovative organizations such as Canadian Digital Services, Sean Boots, Ryan Androsoff (Let's Think Digital), Alistair Croll, Janak Alford, Jennifer Pahlka, Dr. Radhika Dirks, and Tristan Harris (Centre for Humane Technology). While their influence is present, much of this article is based on my own experiences and ideas on how government can improve service delivery to Canadians and its employees

At this point in my career, I could write a book on modernizing government services. However, for this article, I will focus narrowly on the challenge of shifting from project to product management.

My primary takeaway is that most of the hurdles my colleagues and I face are cultural. Embracing the necessary mindset shift requires widespread departmental buy-in, which is no easy task. Moving to true product management fundamentally changes our operations. I will not address key issues like financial and procurement processes, which still support waterfall project delivery and lack the flexibility to support product delivery within the Government of Canada.

What I do want to focus on is how we have been taught, had it reinforced through work experience, and continue to approach a problem. In simplest terms, I believe the approach looks like the following:

1. Client determines there is a problem that needs to be solved within their Area of Responsibility and/or Operating Environment.
2. Said client, often without support, is requested to define, to the best of their ability, the problem and the desired outcome.
3. This "snapshot-in-time" view of the problem is sent over the fence to a team to evaluate and analyze, leading to the design and development of a solution.
4. Solution is returned to the client.

Typically, the client is involved at the front end to define the problem space and requirements, and towards the back end at user acceptance testing. All the rest of the work happens within the IM/IT team, without the client really involved. And needless to say, what comes out as a result often misses the mark, has not kept up with a changing environment and requirements, etc. While it may be a passable from solution, it’s usually far from ideal.

In contrast, a product management approach to solving a problem looks more like the following:

1. Client determines there is a problem that needs to be solved within their Area of Responsibility and/or Operating Environment.
2. A product team is created, which is a cross-functional group of not only IM/IT personnel, but also includes the relevant subject matter experts from other business areas of the organization like Policy, Finance, Legal, HR, and Security (among others.)
3. This multi-disciplinary product team comes "into" the client's environment to collectively and collaboratively explore the problem. Jointly, the product team creates an initial definition of the problem and the desired outcome.
4. Iteratively and incrementally, the product team delivers an ever-evolving and improving solution, adding in additional features and functionality, with regular review of the requirements so as to allow for space to react to changing needs.

In this product management scenario, the client (or the product owner), is involved in the process at every step. There are multiple opportunities to evaluate the solution, provide feedback, provide new or changing requirements. There is no "final" solution, but an environment of continual process and solution improvement, with feedback loops integrated to ensure that the product is always moving to deliver the best service to the end-user.

To achieve success, it is essential to involve a coalition that extends beyond the IM/IT departments and a specific business client organization. Engagement from various other SME areas such as Policy, Finance, Legal, HR, and Security is crucial. This approach will enable a comprehensive test of product delivery capabilities. The achievement of any specific product should then serve as a model for other parts of the organization, demonstrating the inherent benefits and improved services provided to clients and staff.

I hope this article highlights the benefits of moving towards a product delivery approach. Embracing this shift can lead to more effective and responsive government services.