SDM wearing three hats

I was discussing with a SDM who is driving a next generation X project. Version 2.0 of a complex system is infamously hard to deliver for good reasons: there are numerous ideas to consider, issues to resolve, concepts to evaluate, and the necessity to beware of the second system effect (https://lnkd.in/gFNVpMUN). So, what is the scope of an SDM's responsibility? I found a SDM needs to wear three hats in a large project. 1. Project Management Hat: An SDM must be able to effectively manage the project, tracking deadlines and key milestones. They must make sure who is responsible for what task and when it is due. An effective project manager aligns team efforts towards a unified objective, holding individuals accountable for their commitments. Even with a dedicated Project Manager (TPM) onboard, the SDM must still scrutinize project progress, confirming the relevance of milestones to stakeholders. For instance, "Code complete" bears little meaning to business stakeholders, while a demo at the pre-production stage offers more value. As a project manager, an SDM must help engineers translate technical objectives into business-related goals. 2. Product Owner Hat: The SDM also drives system design requirements. Although some might argue that this falls under a Product Manager's purview, not all projects have one. Even if they do, Product Managers seldom delve into non-functional requirements such as availability, scalability, and extensibility. A SDM should avoid directly mandating technical decisions but can and should utilize requirements as a tool to shape these decisions, ensuring they align with agreed-upon goals. 3. People Management Hat: Lastly, an SDM must act as a people manager, matching team members' skills with assignments. Assigning complex tasks, suitable for a senior engineer, to a fresh graduate is a recipe for disaster. As a ski instructor, I learned that it's vital to match a student's ski level with appropriate terrain. The goal is to provide assignments that push individuals out of their comfort zones, but not so much as to incite fear or frustration. There is another hat a SDM often wear - the Technical Lead hat. However not all SDM have strong engineering background. As long as the SDM can work with their tech leads effectively, specific engineering skills like coding are ideal but not show stoppers. When the SDM steps in to dictate technical decisions, the SDM may become a ‘superhero,’ shouldering all the major responsibilities and turning into a single point of failure. If the SDM is unavailable, the entire project could falter. Juggling the hats between the roles of a project manager, a product manager, a people manager and a tech lead can be a delicate task. Each role has its distinct purpose and responsibility. If you are a SDM driving a large project, feeling disoriented, maybe you can clear your mind by asking: "Which hat am I wearing right now?"