The Product Book: How to Become a Great Product Manager

Inhaltsverzeichnis des Buches

• 1. What is Product Management?
• 1.1 What do Product Managers do?
• 1.1.1 Similar but Different
• 1.2 Becoming a PM
• 1.2.1 Types of Product Managers
• 1.3 How Product Managers get products build
• 1.4 The Product Development Life Cycle
• 1.4.1 Finding and Planning the Right Opportunity
• 1.4.2 Designing the Solution
• 1.4.3 Building the Solution
• 1.4.4 Sharing the Solution
• 1.4.5 Assessing the Solution
• 2. Strategically Understanding a Company
• 2.1 What product are we building?
• 2.1.1 Why does the Company exist?
• 2.1.2 Customers and personas
• 2.1.3 Use Cases
• 2.1.4 Enterprise vs. Consumer Companies
• 2.2 How do we know if our product's good?
• 2.2.1 Vanity vs. Actionable Metrics
• 2.2.2 How to Measure Metrics
• 2.2.3 Net Promoter Score®
• 2.3 What Else Has Been, Is Being, and Will Be Built?
• 2.3.1 Roadmap
• 2.3.2 Competition and Climate
• 2.3.3 A 5C Analysis
• Introducing Moover.io
• Chapter Two Tip: Making Personas Real with Empathy
• 3. Creating an Opportunity Hypothesis
• 3.1 You have Opinions, not facts
• 3.2 What’s Your Goal And How Do You Want to Achieve It?
• 3.3 Quantitatively Finding an Opportunity Hypothesis
• 3.3.1 Metrics and Analytics
• 3.3.1.1 Breaking Down Analytics
• 3.3.1.2 Turning Metrics into Opportunities by Asking Why
• 3.3.1.3 Intercom’s Feature Audit
• 3.3.2 Surveys
• 3.3.3 What About Customer Interviews?
• 3.4 Qualitatively Finding an Educated Opportunity Hypothesis
• 3.4.1 Known Bugs and Sugs
• 3.4.2 Intuition
• 3.4.3 Vision
• 3.4.4 Team Ideas
• 3.4.5 R&D
• 3.4.6 The Competition
• 3.4.7 Business Model and Value Proposition Canvases
• 3.4.7.1 Business Model Canvas
• 3.4.8 External Factors
• 3.5 Using the Kano Model to find opportunities
• Moover.io’s Hypothesis
• Chapter Three Tip: What Are the Key Differences Between Vanity and Success Metrics?
• 4. Validating Your Hypothesis
• 4.1 SWOT Analysis
• 4.2 Internal Validation
• 4.3 External Validation
• 4.3.1 Customer Development
• 4.3.1.1 Interviews
• 4.3.1.2 Surveys
• Creating Surveys
• Executing Surveys
• Analyzing Data
• 4.3.2 Experiments
• 4.3.2.1 A/B Tests
• 4.3.2.2. Simple MVPs
• 4.4. Moving Forward
• Moover’s Opportunity-Validation Strategy
• Chapter Four Tip: You Need Context to Make Good Product Decisions
• Current State
• Motivation
• Hinderances
• 5. From Idea to Action
• 5.1 Why New Ideas Struggle
• 5.2 Working Backwards by Imagining the Future
• 5.2.1 Writing an Internal Future Press Release
• 5.2.2 Writing a Review
• 5.2.3 Defining a Minimum Viable Product
• 5.2.4 MVPs, Plussing, and the Kano Model
• 5.3 Communicating via a Product Requirements Document
• 5.3.1 Breaking Down a PRD (Product Requirement Document)
• 5.3.1.1 Title and Change History
• 5.3.1.2 Overview and Objectives
• 5.3.1.3 Success Metrics
• 5.3.1.4 Messaging
• 5.3.1.5 Timeline/Release Planning
• 5.3.1.6 Personas
• 5.3.1.7 User Scenarios and Storytelling
• 5.3.1.8 Requirements/Features In and Features Out
• 5.3.1.9 Design
• 5.3.1.10 Open Issues, Q&A, and Other Considerations
• 5.3.1.10 Using an PRD
• Moover.io’s Documents
• Sample Press Release
• Sample MVP List
• Sample PRD
• User Stories/Features/Requirements
• Chapter Five Tip: Using Experiential Immersion to Prepare Your Team
• 6. Working with Design
• 6.1 What Is User Experience Design?
• 6.1.1 Product Managers vs. Designers
• 6.2 The Design Process and Key Design Skills
• 6.2.1 Usability Testing with Prototypes
• 6.3 Working with design
• 6.3.1 Judging and Giving Feedback About Design
• 6.3.2 Design Relationship Skills
• 6.4 Google Design Sprints
• 6.4.1 Sprint Preparation
• 6.4.2 Understand
• 6.4.3 Define
• 6.4.4 Diverge
• 6.4.5 Decide
• 6.4.6 Prototype
• 6.4.7 User Testing
• Chapter Six Tip: Being Open and Flexible
• 7. Working with Engineering
• 7.1 Product/Engineering Relationships
• 7.2 Software-Development Methodologies
• 7.2.1 Waterfall Development
• 7.2.2 Agile Development
• 7.2.2.1 Scrum
• 7.2.2.2 Kanban
• 7.3 Working with Remote Teams
• 7.4 Working with Third-Party Development Teams
• Chapter 7 Tip: Working with Junior Development Teams
• 8. Bringing Your Product to Market
• 8.1 Understanding Customers
• 8.1.1 Product Messaging
• 8.1.1.1 Key Elements of Your Product’s Message
• 8.1.1.2 Finding Your Company’s Voice
• 8.1.1.3 Putting the Message Pieces Together
• 8.2 Going to Market
• 8.2.1 Prelaunch Planning
• 8.2.1.1 Launch Objectives
• 8.2.1.2 Launch Timing
• 8.2.1.3 Testing
• 8.2.1.4 What Kind of Launch?
• 8.2.1.5 Launch Asset Planning
• 8.2.1.6 A Helpful Prelaunch Marketing Framework
• 8.2.2 Launch
• 8.2.3 Postlaunch
• 8.2.3.1 The Customer Life Cycle
• 8.2.3.2 Marketing Cost Measurement Terms
• Moover’s GTM Plan
• Chapter Eight Tip: Ask the DRI to Whiteboard It for You
• 9. Finishing thr Product Development Life Cycle
• 9.1 Celebrate!
• 9.2 Assess How Things Went
• 9.2.1 Discussion with Your Lead
• 9.2.2 Team Postmortem
• 9.3 Recommending What’s Next
• Chapter Nine Tip: How to Break into Product Management
• Further Reading