One of my peers is a product manager and he is very bad at his job. So bad that I had one of my developers switch projects just to get away from working with him.
I've tried coaching him, but he doesn't seem to learn anything.
I've tried pairing him with a developer that has product management experience, but after that developer got praises, he started circumventing her.
I've tried bulling him into doing the right things.
I've escalated him multiple times, but most of the time I got "he wears many hats" and "he has done so much for the project" and at some point I was told straight forward to stop complaining.
I'm out of ideas.
Can anyone suggest any other approach ?
Edit: I like my job, and my team is great, I wouldn't want to leave.
Edit2: By peer I mean we share a direct manager relative to this specific project we are collaborating. I'm the development lead and he is the product manager and for some reason he also maintains control over the cloud account used to host the product, and many of the tools we use (jira, git, etc.)
I was trying to avoid giving specific examples because I didn't want this to get a rant vibe, and because I thought they would be irrelevant , but after reading @jcm answer I changed my mind. Here it goes, last issues, in reverse chronological order:
- he was supposed to get approval for a new slack app, I had to remind him several times about this, and the cutover is next Tuesday, he finally got the approval , but without several key rights, which mean basically that half of our features won't work, despite me explaining several times why each right is necessary - he now expects us to find a workaround
- I got a slack message at 1 AM my time in the day of a release scheduled at 8:30 AM asking for mandatory changes, half of the changes documented in jira half in a slack channel where most of my team has no access, so I had to implement them myself.
- the same changes included a announcement for the frontpage of the application full of misspellings and logical errors, but he wasn't available prior to the release to clarify stuff.
- he complained to management that we had to delay the release 15 minutes to integrate his latest changes
- he talked with a team that uses some parts of our API for a mobile product, he agreed for us to "add a new field named X" into the "API that shows the profile". this was several weeks ago, and it has to go out next week, but it was communicated to me this week, and they basically refuse to tell me what is the field for, what is it's purpose should it be searchable, should it change behavior. "Just add the field".
- we have to periodically import data from some stakeholders. despite a claiming that he validates the CSV, it's never validated, most of the fields are filled with misspellings, columns are switched, data is missing or in wrong format.
- his specifications make no sense - I pointed out an issue with the way the other team that uses our api and creates profiles that might result in login issues and asked him to file a jira ticket to track a fix - his ticket asks for "fixing the login flow"
These happened this week!
- he doesn't keep specifications in one single place, some he files jira tickets but then discusses them in slack or via mail, some he just mentions in calls, some he sends via mail etc.
- he doesn't consolidate specifications - I've tried to explain to him that questions should be treated as hints on how to reformulate his specifications, and should not be answered separately, but he ignores that.
- we took over the project after several teams worked on it, mostly without any documentation. When we have questions on how the inherited parts of product have to behave he sends us to the code, despite me explaining that I suspect that is a bug.
- he is incapable of abstracting things
- he doesn't learn anything - most of my requirement reviews begin with the same few questions - it's been a year and he has yet to start anticipating them
- my team basically refuses to deal directly with him because he contradicts himself, he refuses to update tickets to clarify stuff and then he blames them for misunderstanding
- he gives different explanations depending of the time of the day, who he talks with and the phases of the moon. he gets annoyed when we point out that he last time said a different thing.
- he constantly lies about confirming with the client/stakeholders - which is clear when the stakeholders start complaining about missing features or clearly convoluted behavior that I specifically asked him to double check
- he doesn't keep track of his pending items
The list can go on