‏124.00 ₪

PRODUCT MANAGEMENT FOR DUMMIES

‏124.00 ₪

ISBN13

9781119264026

יצא לאור ב

New York

עמודים

384

פורמט

Paperback / softback

תאריך יציאה לאור

1 ביוני 2017

לדלג לסוף של גלריית תמונות

לדלג להתחלה של גלריית תמונות

פרטים

Your one-stop guide to becoming a product management prodigy Product management plays a pivotal role in organizations. In fact, it's now considered the fourth most important title in corporate America yet only a tiny fraction of product managers have been trained for this vital position. If you're one of the hundreds of thousands of people who hold this essential job or simply aspire to break into a new role Product Management For Dummies gives you the tools to increase your skill level and manage products like a pro. From defining what product management is and isn't to exploring the rising importance of product management in the corporate world, this friendly and accessible guide quickly gets you up to speed on everything it takes to thrive in this growing field. It offers plain-English explanations of the product life cycle, market research, competitive analysis, market and pricing strategy, product roadmaps, the people skills it takes to effectively influence and negotiate, and so much more. * Create a winning strategy for your product * Gather and analyze customer and market feedback * Prioritize and convey requirements to engineering teams effectively * Maximize revenues and profitability Product managers are responsible for so much more than meets the eye and this friendly, authoritative guide lifts the curtain on what it takes to succeed.

מידע נוסף

מידע נוסף
עמודים	384
פורמט	Paperback / softback
ISBN10	1119264022
יצא לאור ב	New York
תאריך יציאה לאור	1 ביוני 2017
תוכן עניינים	Introduction 1 About This Book 1 Foolish Assumptions 3 Icons Used in This Book 3 Beyond the Book 4 Where to Go from Here 4 Part 1: Getting Started with Product Management 5 Chapter 1: Welcome to the World of Product Management 7 Understanding the Need for Product Management 8 Recognizing the Critical Role of Project Management 9 Defining product management 9 Serving as a strategic driver for business 9 Product Management in a Nutshell: Checking Out Your Day-to-Day Life 12 Managing a product during every phase of its life 12 Reaching in to your bag of tricks 13 Chapter 2: Getting in Character: Discovering Your Role as a Product Manager 15 Orientation Day: Examining Your Role as Product Manager 15 Checking out the job description 17 Pinpointing product management on the organizational chart 19 Drafting your product management manifesto 20 Comparing Product Management to Other Related Roles 21 Checking out product marketing 22 Looking into program management 23 Exploring project management 25 Knowing what other roles you interact with 27 Conducting a Self-Assessment: Traits of a Great Product Manager 32 Business acumen 32 Industry knowledge and expertise 33 Technical knowledge 33 People skills 34 Decision-making skills 34 Problem-solving aptitude 35 A cool head 35 Leadership chops 36 Scoring your product manager traits 37 RACI and DACI: Understanding Responsibilities 38 Going the RACI route 38 Taking a DACI direction 39 Using RACI and DACI effectively 40 Chapter 3: Checking Out the Product Life Cycle 41 Defining the Product Life Cycle: What It Is and Isn't 41 Phases and gates 42 Mapping phase-gate to Agile methodologies 43 It's Just a Phase: Breaking Down the Product Life Cycle 46 Phase I: Conceive 46 Phase II: Plan 47 Phase III: Develop 48 Phase IV: Qualify 49 Phase V: Launch 49 Phase VI: Maximize 50 Phase VII: Retire 51 Detailing the Optimal Product Process 52 Taking a look at how the process works 52 Understanding the nine core documents 54 Part 2: Discovering, Evaluating, and Planning for Great Products and Services 57 Chapter 4: Coming Up with Great Product Ideas 59 Getting a Handle on the Creative Process 59 Exploring sources for new ideas 60 Letting your team play 61 Generating Creative Ideas: Techniques and Tips 63 Brainstorming 63 Consulting customer councils 65 Tapping the power of mind mapping 66 Trying a more structured approach: The four actions framework 67 Chapter 5: Working to Understand Who Your Customer Is 69 Moving from Markets to Segments 69 Defining markets and segments 70 Determining market segments 70 Harnessing the Creativity of Personas 72 What is included in a persona description 72 Developing personas 74 Making Sure You Cover All Persona Roles 77 Visiting Customers 78 Observing customer visit courtesies 78 Interviewing customers 79 Chapter 6: Doing Your Homework: Evaluating Your Ideas 83 Understanding the Importance of Market Research and Competitive Intelligence 83 Subdividing kinds of market research 85 Looking for the right place to start 86 Undertaking the Market Research Process 87 Spelling out the market research process 88 Asking the right questions 89 Examining market research methods 91 Studying Competitive Intelligence 93 Identifying competitors 93 Collecting all the competitive intelligence possible 93 Keeping track of the competition 98 Reality-Checking Your Ideas and Hypotheses 99 Using a simple validation process 99 An example of product validation 100 Crunching the Numbers with Financial Forecasting 100 Chapter 7: Prioritizing and Selecting Your Ideas 101 Prioritizing Your Ideas 101 Finding the right fit with the product-market fit triad 102 Putting business canvases to use 104 Weighing different opportunities 108 Applying Scoring Models 110 Scoring for differentiation: The Kano model 110 Scoring for efficient use of development resources: Value versus effort analysis 111 Filling out a prioritization matrix 112 Collecting ballots: Dot voting 113 Buying features 114 Chapter 8: Planning to Plan: Choosing a Suitable Approach 115 Adopting Planning Best Practices 115 Starting early 116 Including your team 116 Treating your plan as a living document 117 Deciding on the Right Amount of Planning 117 Comparing Lean versus in-depth planning 118 Completing the types of new products and services grid 119 Finding the right level of planning for your company's culture 120 Considering your executives' expectations 122 Evaluating investment risk 123 Streamlining the Planning Process with Lean and Simple Planning 124 Understanding the Lean approach 125 What numbers are you looking at? 125 Taking a look at a popular business model canvas 126 Being prepared to rapidly change and pivot 128 Taking a More Thorough Approach: In-Depth Planning 128 Deciding whether to document 129 Using key documents and corresponding questions 130 Estimating your time investment 132 Chapter 9: Developing Your Business Case 133 Making a Business Case for the New Product or Service 134 Recognizing the importance of a business case 134 Outlining your business case 135 Gathering the necessary information 136 Putting It All Together: Documenting Your Business Case 136 Part I: Executive summary 136 Part II: Problem and opportunity 137 Part III: Market landscape 139 Part IV: Competitive landscape 139 Part V: Financial and resource impact analysis 141 Part VI: Risks 143 Parts VII through XI: Other sections 143 Getting buy-in for your business case 146 Chapter 10: Developing Your Market Strategy 147 Grasping the Importance of a Market Strategy 148 Setting Yourself Straight on Strategy Tools 149 Go-to-market strategy 149 Strategy models 150 Considering Other Components of Marketing Strategy 156 Whole product offering 156 Brand promise 157 Pricing 157 Segmentation 161 Positioning 161 Naming your product 165 Messaging 166 Putting Your Market Strategy in Writing 168 Part I: Executive summary 169 Part II: Whole product offer 170 Part III: Pricing 171 Part IV: Segmentation 172 Part V: Positioning 172 Part VI: Messaging 173 Part VII: Strategy 173 Part VIII: Launch programs and activities 175 Part IX: Budget 175 Part X: Concluding sections 175 Chapter 11: Developing a Plan: Market Needs, Product Description, and Road Maps 177 Uncovering Market Need and Creating Product Feature Descriptions 178 The problem space 178 The solution space 178 Comparing market needs and product features 178 Keeping discussions clear 180 Documenting Market Needs 181 Questioning why "why" is so important 181 Gathering the necessary information 183 Detailing your market needs document 187 Prioritizing detailed features and market needs 192 Whipping Up a Product Feature Description 193 Outlining the product description 194 Completing the product description document 195 Plotting Your Product's Path to Success with a Product Road Map 199 Part 3: Building and Maximizing Product Success: From Development to Retirement 201 Chapter 12: Shepherding a Product Idea through the Development Phase 203 Getting the Lowdown on Waterfall/Phase-Gate versus Agile Development 203 Waterfall: Measure twice, cut once 204 Agile: Plan and deliver rapidly 205 Creating the backlog in Agile 207 Assuming typical responsibilities 211 Unlocking the Secrets of the Product Development Trade-Off Triangle 213 Maintaining Best Practices during Development 215 Chapter 13: Gearing up for Your Product Launch: The Qualify Phase 217 Getting Up to Speed on the Qualify Phase 217 Ensuring internal and external quality validation 218 Creating a beta plan 219 Dodging typical beta testing mistakes 220 Putting a Beta Program in Place 221 Setting appropriate goals 221 Making your goals concrete 221 Recruiting participants 222 Making the Decision to Ship the Product 226 Chapter 14: Liftoff! Planning and Executing an Effective Product Launch 227 Unlocking the Do's and Don'ts of a Successful Product Launch 228 Understanding the importance of first impressions 228 Detailing the elements of a successful product launch 229 Setting Launch Goals 230 Checking Out Different Launch Types 231 Launches under Agile or very frequent releases 231 Easy does it: The soft launch 231 A small effort: The minimal launch 232 Going all-in: The full scale launch 233 Choosing a launch type: Key considerations 233 Running a Smooth Product Launch 234 Building your launch squad 235 Tracking milestones and ensuring accountability 235 Arming your sales team and other key stakeholders 236 Creating a Product Launch Plan 237 Recognizing the importance of the launch plan 237 Filling out the launch plan template 238 Validating the Plan against Your Launch Goals 241 Chapter 15: Maximizing Your Product's Revenue and Profits 243 Grasping the Basics of Marketing 244 Marketing mix 244 Working with marcom and creating marketing collateral 248 Fitting into the sales and marketing funnel 252 Getting sales the tools to sell the product 254 Becoming marketing aware 255 Forecasting: A Look to the Future 256 Collecting data for forecasting 256 Making assumptions 259 Creating an Effective Marketing Plan 260 Recognizing the importance of a top-notch marketing plan 261 Outlining your marketing plan: What to include 261 Setting goals 263 Monitoring Product Success Metrics 265 Keeping tabs on the sales funnel: Leads, opportunities, and conversions 265 Examining revenues and profitability 265 Gauging market share 266 Benchmarking: Tracking against the business plan 266 Changing Course: Making Adjustments 267 Beefing up sales support 268 Enhancing the product 268 Trimming costs 268 Chapter 16: Retirement: Replacing a Product or Taking It off the Market 271 Deciding How to Retire a Product 272 Taking into account internal and external expectations 272 Considering Critical Factors in a Product Retirement Plan 273 Breaking down specific end-of-life issues by product type 273 Distinguishing a product's various end-of dates 275 Checking out parts of a product retirement plan 276 Following Best Practices when Retiring a Product 277 Part 4: Becoming a Phenomenal Product Manager 279 Chapter 17: Cultivating Your Product Management Leadership Skills 281 Identifying Traits of an Effective Product Management Leader 282 Developing Your Leadership Style 283 Reaching for results and motivating people 283 Handling stress 284 Thinking, acting, and communicating like a leader 287 Chapter 18: Mastering the Art of Persuasion 289 Brushing Up on Persuasion Basics 289 Active listening 290 Convincing with the three reasons method 291 Asking for what you want - concisely 292 Getting Your Executive Team on Board 293 Drawing up an influence map 293 Building relationships with the key players 294 Talking the talk: Executive-speak 295 Winning Over Your Development Team 296 Building your credibility 296 Assessing your team and adjusting 298 Sizing up different types of developers and how to handle them 299 Fostering rapport with the team 300 Getting Sales on Your Side 301 Making it easy for sales to sell your product 302 Chapter 19: Getting to the Next Level in Product Management 305 Mapping Your Career Path: Setting Goals and Target Dates 305 Establishing goals 306 Building a career plan 307 Writing one-, three-, and five-year action plans 309 Remembering the favors 310 Mastering Your Market and New Technologies 310 Becoming the market and customer expert 311 Increasing your technical expertise 312 Part 5: Part of Tens 313 Chapter 20: Ten Common Product Launch Mistakes to Avoid 315 Failing to Plan Early Enough 316 Not Having a Sustaining Marketing Plan in Place 316 Shipping a Poor Quality Product 317 Inadequately Funding Launch 318 Underestimating the Required Marketing Exposure 319 Driving Customers to Buy Your Competitor's Products 319 Announcing Too Early 320 Not Having a Dedicated Product Review and Public Relations Program 321 Delaying Communication 323 Considering International Markets as an Afterthought 323 Chapter 21: Ten (Plus One) Road Maps to Help You Succeed 325 Theme-Based Product Road Maps 326 Timed Release Product Road Maps 328 Golden Feature Product Road Maps 329 Market and Strategy Road Maps 329 Visionary Road Maps 330 Competitive, Market, and Technology Trends Road Map 331 Technology Road Maps 331 Technology across Products Road Map 332 Platform Road Maps 333 Matrix Product Road Maps 333 Multiple Product Line Road Maps 334 Chapter 22: Ten Ways Product Managers Fail 337 Talking More Than Listening 337 Focusing Only on Features 338 Not Continuing to Learn 338 Reinventing the Wheel 338 Avoiding Seeking Help 339 Digging In and Refusing to Compromise, Ever 339 Never Visiting Customers 339 Not Owning the Whole Product 340 Adopting Agile but Losing Overall Business Focus 340 Being a Product Janitor Rather Than a Product Manager 341 Glossary 343 Index 349