Steinhardt The Product Manager's Toolkit®

Methodologies, Processes, and Tasks in Technology Product Management
2. Auflage 2017
ISBN: 978-3-319-49998-7
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 207 Seiten, eBook

Reihe: Management for Professionals

This book provides a consistentandholistic managerial approach to product management and presents a practical and comprehensive methodology (roles, processes, tasks, and deliverables) that covers all aspects of product management.  It helps students of product management, product management practitioners, product management organizations, and corporations understand the value, theory, and implementation of product management.  It outlines a practical approach to clarify role definitions, identify responsibilities, define processes and deliverables, and improve the ability to communicate with stakeholders.  The book details the fundamentals of the Blackblot Product Manager's Toolkit® (PMTK) product management methodology, a globally adopted best practice. 

Zielgruppe

Professional/practitioner

Autoren/Hrsg.

Steinhardt, Gabriel

Inhaltsverzeichnis

1;Foreword;6
2;Acknowledgments;8
3;Contents;9
4;About the Author;17
5;Chapter 1: Introduction;18
6;Part I: Product Management Concepts;20
6.1;Chapter 2: Definition of Product Management;21
6.1.1;2.1 Introduction;21
6.1.2;2.2 User and Buyer;21
6.1.3;2.3 Core Disciplines;22
6.1.4;2.4 Concept of Product Management;22
6.1.5;2.5 Problem Space and Solution Space;23
6.1.6;2.6 Blackblot PMTK Methodology Foundation Rules;24
6.1.7;2.7 Adjusted for Reality;24
6.1.8;2.8 Summary;25
6.2;Chapter 3: Product Delivery Strategies;26
6.2.1;3.1 Introduction;26
6.2.2;3.2 Technology-Driven: Take My Road;27
6.2.3;3.3 Sales-Driven: A Cruising Taxi;28
6.2.4;3.4 Market-Driven: Driven to Success;29
6.2.5;3.5 Summary;30
6.3;Chapter 4: Product Management Team;31
6.3.1;4.1 Introduction;31
6.3.2;4.2 Your Role;31
6.3.3;4.3 Jack of All Roles, Master of None;32
6.3.4;4.4 Breaking It Down;33
6.3.5;4.5 Roles and Goals;34
6.3.6;4.6 Blackblot Product Management Team Model;35
6.3.7;4.7 Odd Couple(s);37
6.3.8;4.8 Roles and Activities;38
6.3.9;4.9 Role Coupling Guidelines;38
6.3.10;4.10 Organizational Solution;39
6.3.11;4.11 Summary;40
6.4;Chapter 5: Product Definition Team;42
6.4.1;5.1 Introduction;42
6.4.2;5.2 Key Concepts;43
6.4.3;5.3 Market Requirements;44
6.4.4;5.4 Blackblot Product Frames Model;45
6.4.5;5.5 Product Definition Foundation Documents;46
6.4.6;5.6 Blackblot Product Definition Team Model;47
6.4.7;5.7 Product Delivery Process;49
6.4.8;5.8 Summary;51
6.5;Chapter 6: Crafting Market Requirements;52
6.5.1;6.1 Introduction;52
6.5.2;6.2 Voice Of the Customer;52
6.5.3;6.3 Market Requirements Document;53
6.5.4;6.4 Blackblot Procedural Requirements Management Model;53
6.5.5;6.5 Directive;55
6.5.6;6.6 Constraints;56
6.5.7;6.7 Rationales and Sources;57
6.5.8;6.8 Presentment Modes;58
6.5.9;6.9 Complete Structure;59
6.5.10;6.10 Verifying Wholeness;60
6.5.11;6.11 Market Requirements and Engineering;61
6.5.12;6.12 Market Requirements Database;61
6.5.13;6.13 Summary;62
6.6;Chapter 7: Concept of Marketing;64
6.6.1;7.1 Introduction;64
6.6.2;7.2 Business Domains;64
6.6.3;7.3 Marketing Domain;65
6.6.4;7.4 Marketing Domain Disciplines;66
6.6.5;7.5 Blackblot Marketing Model;67
6.6.6;7.6 Product Marketing Methods;68
6.6.7;7.7 Corporate Marketing Methods;69
6.6.8;7.8 Marketing Communications Methods;70
6.6.9;7.9 Corporate Organizational Structures;70
6.6.10;7.10 Marketing and Strategies;72
6.6.11;7.11 Marketing and Plans;73
6.6.12;7.12 Summary;74
6.7;Chapter 8: Value-Marketing Model;76
6.7.1;8.1 Introduction;76
6.7.2;8.2 Value Concept;76
6.7.3;8.3 Value Formula Scale;77
6.7.4;8.4 Value Concept Application;79
6.7.5;8.5 Internal Value Marketing Dynamics;81
6.7.6;8.6 External Value Marketing Dynamics;82
6.7.7;8.7 Creating Superior Perceived Value;83
6.7.8;8.8 Product Marketing Messages;86
6.7.9;8.9 Value Messages´ Foundational Knowledge;86
6.7.10;8.10 PMTK Market Messaging Model;88
6.7.11;8.11 PMTK Marketing Messages Model and Plan;89
6.7.12;8.12 Summary;90
6.8;Chapter 9: Extending Product Life Cycle Stages;92
6.8.1;9.1 Introduction;92
6.8.2;9.2 Product Life Cycle Model Assumptions;93
6.8.3;9.3 Product Life Cycle Model Stages;93
6.8.4;9.4 Reasons for Extending the PLC;94
6.8.5;9.5 Strategies for Extending the PLC;94
6.8.6;9.6 Product Planning Strategies for Extending the PLC;94
6.8.7;9.7 Product Marketing Strategies for Extending the PLC;95
6.8.8;9.8 Strategy Application Within the PLC Model;96
6.8.9;9.9 Limitations of the PLC Model;97
6.8.10;9.10 Benefits of the PLC Model;98
6.8.11;9.11 Summary;98
7;Part II: Product Management Editorials;100
7.1;Chapter 10: Defining Product Management;101
7.1.1;10.1 Outbound and Inbound Activities in Product Management;101
7.1.1.1;10.1.1 Introduction;101
7.1.1.2;10.1.2 Outbound and Inbound Activities;101
7.1.1.3;10.1.3 Summary;102
7.1.2;10.2 Product Management Organizational Placement;102
7.1.2.1;10.2.1 Introduction;102
7.1.2.2;10.2.2 History of Placement;102
7.1.2.3;10.2.3 Summary;103
7.1.3;10.3 Product Marketing Organizational Placement;104
7.1.3.1;10.3.1 Introduction;104
7.1.3.2;10.3.2 Organizational Placement Considerations;104
7.1.3.3;10.3.3 Summary;104
7.1.4;10.4 The Fallacy of Generalizing;105
7.1.4.1;10.4.1 Introduction;105
7.1.4.2;10.4.2 Product Manager Title;105
7.1.4.3;10.4.3 CEO of the Product;106
7.1.4.4;10.4.4 Summary;106
7.1.5;10.5 Misconceptions About Product Management;107
7.1.5.1;10.5.1 Introduction;107
7.1.5.2;10.5.2 A Flurry of Interpretations;107
7.1.5.3;10.5.3 Summary;108
7.2;Chapter 11: Practicing Product Management;109
7.2.1;11.1 Maturity Model for Product Management;109
7.2.1.1;11.1.1 Introduction;109
7.2.1.2;11.1.2 Capability Maturity Model (CMM);109
7.2.1.3;11.1.3 Gap Analysis and Performance Review;110
7.2.1.4;11.1.4 Summary;110
7.2.2;11.2 The Necessity of Product Management at Startups;110
7.2.2.1;11.2.1 Introduction;110
7.2.2.2;11.2.2 Product Management at Startups;111
7.2.2.3;11.2.3 Summary;111
7.2.3;11.3 A Primer to Market Segmentation;111
7.2.3.1;11.3.1 Introduction;111
7.2.3.2;11.3.2 Theory of Market Segmentation;112
7.2.3.3;11.3.3 Performing Market Segmentation;112
7.2.3.4;11.3.4 Summary;113
7.2.4;11.4 The Connection Between Market-Driven Product Management and Marketplace Success;113
7.2.4.1;11.4.1 Introduction;113
7.2.4.2;11.4.2 Roots in Tradition;114
7.2.4.3;11.4.3 Evolution of Technology Companies;114
7.2.4.4;11.4.4 Crossing the Revenue Chasm;114
7.2.4.5;11.4.5 Summary;116
7.2.5;11.5 An Algorithmic Model for Product Feature Prioritization;116
7.2.5.1;11.5.1 Introduction;116
7.2.5.2;11.5.2 Product Features;117
7.2.5.3;11.5.3 Product Feature Selection Process;117
7.2.5.4;11.5.4 Prioritization via an Algorithmic Model;118
7.2.5.5;11.5.5 Summary;120
7.2.6;11.6 The Importance of Having a Product Management Methodology;120
7.2.6.1;11.6.1 Introduction;120
7.2.6.2;11.6.2 Defining Methodology;120
7.2.6.3;11.6.3 Identifying a Sound Methodology;120
7.2.6.4;11.6.4 The Importance of Having a Product Management Methodology;121
7.2.7;11.7 Summary;122
7.2.8;11.8 Programmatic Tools for Product Management;122
7.2.8.1;11.8.1 Introduction;122
7.2.8.2;11.8.2 Programmatic Tools;122
7.2.8.3;11.8.3 Summary;123
7.3;Chapter 12: Product Management Career;124
7.3.1;12.1 Mastering the Product Management Interview;124
7.3.1.1;12.1.1 Introduction;124
7.3.1.2;12.1.2 Product Management as the Talent Pool;124
7.3.1.3;12.1.3 Job Interview Concept;125
7.3.1.4;12.1.4 Domain Expertise and Functional Expertise;126
7.3.1.5;12.1.5 Modern Product Management Interview;126
7.3.1.6;12.1.6 Modern Product Management Interview Questions;127
7.3.1.7;12.1.7 Summary;128
7.3.2;12.2 Transitioning From a Technical Role to a Job in Product Management;128
7.3.2.1;12.2.1 Introduction;128
7.3.2.2;12.2.2 The Technical Role;129
7.3.2.3;12.2.3 Knowing the Objective;129
7.3.2.4;12.2.4 Summary;130
7.3.3;12.3 Product Management Training: An Overview and Is It Worth It?;130
7.3.3.1;12.3.1 Introduction;130
7.3.3.2;12.3.2 Reasons for Training;131
7.3.3.3;12.3.3 Training Subject Matter;131
7.3.3.4;12.3.4 Vendor Offering;132
7.3.3.5;12.3.5 Training Experience;133
7.3.3.6;12.3.6 Curriculum Customization;134
7.3.3.7;12.3.7 Self-Study;134
7.3.3.8;12.3.8 Summary;135
7.3.4;12.4 Product Management Certifications: A Bit of History and Are They Worth It?;135
7.3.4.1;12.4.1 Introduction;135
7.3.4.2;12.4.2 Early Market Dynamics;136
7.3.4.3;12.4.3 Past Lessons Learned;137
7.3.4.4;12.4.4 Being Certified has Some Value;138
7.3.4.5;12.4.5 Summary;138
7.3.5;12.5 The Future of Product Management is in a Movement;138
7.3.5.1;12.5.1 Introduction;138
7.3.5.2;12.5.2 Orderly Ways;139
7.3.5.3;12.5.3 Lag in Product Management;139
7.3.5.4;12.5.4 Generalization and Trivialization;140
7.3.5.5;12.5.5 Quest for a Popular Movement;141
7.3.5.6;12.5.6 Summary;141
7.4;Chapter 13: Agile Software Development;142
7.4.1;13.1 The Need for a New Breed of Agile;142
7.4.1.1;13.1.1 Introduction;142
7.4.1.2;13.1.2 A Brief Background to Agile;142
7.4.1.3;13.1.3 What Agile Is, What Agile Is Not;143
7.4.1.4;13.1.4 Scrum Software Development;144
7.4.1.5;13.1.5 It All Starts with Something Called the Product Backlog;144
7.4.1.6;13.1.6 The Three Roles in Scrum;146
7.4.1.7;13.1.7 The Product Owner Role in Scrum;146
7.4.1.8;13.1.8 Shaping the Future of Agile Methods;148
7.4.1.9;13.1.9 Summary;149
7.4.2;13.2 The McDonaldization of the Development Team;149
7.4.2.1;13.2.1 Introduction;149
7.4.2.2;13.2.2 The Industrial Revolution;150
7.4.2.3;13.2.3 The McDonald Way;150
7.4.2.4;13.2.4 The Scrum Development Team;151
7.4.2.5;13.2.5 Summary;152
7.4.3;13.3 Origins of the Product Manager vs Product Owner Dilemma;152
7.4.3.1;13.3.1 Introduction;152
7.4.3.2;13.3.2 Business Motivation for Faster Delivery;153
7.4.3.3;13.3.3 Timing Is Everything, the Agile Manifesto;153
7.4.3.4;13.3.4 The Rise of Scrum;154
7.4.3.5;13.3.5 The Impact on Product Management;156
7.4.3.6;13.3.6 The Impact on Software Companies;157
7.4.3.7;13.3.7 Summary;158
7.5;Chapter 14: Ancillary to Product Management;159
7.5.1;14.1 Product Management to Product Development Ratio;159
7.5.1.1;14.1.1 Introduction;159
7.5.1.2;14.1.2 Estimation and Factors;159
7.5.1.3;14.1.3 Summary;160
7.5.2;14.2 The Defining Role of the Product Architect;160
7.5.2.1;14.2.1 Introduction;160
7.5.2.2;14.2.2 Background;161
7.5.2.3;14.2.3 Gap in Product Delivery;162
7.5.2.4;14.2.4 Types of Architects;162
7.5.2.5;14.2.5 Product Architect Role Description;163
7.5.2.6;14.2.6 Product Architect Skill Set;164
7.5.2.7;14.2.7 Product Architect Role Overview Table;164
7.5.2.8;14.2.8 Summary;165
7.5.3;14.3 Program Manager Is the Product CEO;165
7.5.3.1;14.3.1 Introduction;165
7.5.3.2;14.3.2 Lockheed U-2 Aircraft;166
7.5.3.3;14.3.3 Microsoft at a Crossroads;166
7.5.3.4;14.3.4 Flurry of Combinations;168
7.5.3.5;14.3.5 Summary;168
7.5.4;14.4 The User eXperience (UX) Domain;169
7.5.4.1;14.4.1 Introduction;169
7.5.4.2;14.4.2 Fundamental Concepts;169
7.5.4.3;14.4.3 User Experience Roles;170
7.5.4.4;14.4.4 UX vs UI and Usability;171
7.5.4.5;14.4.5 User Experience Placement;171
7.5.4.6;14.4.6 User Experience and Blackblot PMTK Methodology;173
7.5.4.7;14.4.7 Summary;174
8;Part III: Product Manager´s Toolkit (PMTK);175
8.1;Chapter 15: Blackblot PMTK Methodology Product Management Glossary;176
8.1.1;15.1 Blackblot PMTK Methodology Glossary;176
8.2;Chapter 16: Blackblot PMTK Methodology Roles;185
8.2.1;16.1 Introduction;185
8.2.2;16.2 Key Definitions;185
8.2.3;16.3 Types of Expertise;186
8.2.4;16.4 Education and Mindset;186
8.2.5;16.5 Product Planner Role Description;186
8.2.6;16.6 Product Planner Role Skill Set;187
8.2.7;16.7 Product Planner Role Overview Table;187
8.2.8;16.8 Product Marketer Role Description;188
8.2.9;16.9 Product Marketer Role Skill Set;189
8.2.10;16.10 Product Marketer Role Overview Table;189
8.2.11;16.11 Product Architect Role Description;190
8.2.12;16.12 Product Architect Role Skill Set;190
8.2.13;16.13 Product Architect Role Overview Table;191
8.2.14;16.14 Sales Engineer Role Description;192
8.2.15;16.15 Sales Engineer Role Skill Set;192
8.2.16;16.16 Sales Engineer Role Overview Table;193
8.2.17;16.17 MarCom Manager Role Description;194
8.2.18;16.18 MarCom Manager Role Skill Set;194
8.2.19;16.19 MarCom Manager Role Overview Table;195
8.2.20;16.20 Director of Products Role Description;195
8.2.21;16.21 Director of Products Role Skill Set;196
8.2.22;16.22 Director of Products Role Overview Table;196
8.3;Chapter 17: Blackblot PMTK Methodology Models;198
8.3.1;17.1 PMTK Core Models;198
8.3.2;17.2 PMTK Support Models;198
8.3.3;17.3 PMTK Concept Models;199
8.3.4;17.4 PMTK Core Models;199
8.3.4.1;17.4.1 PMTK Action Model;199
8.3.4.1.1;17.4.1.1 PMTK Action Model Description;199
8.3.4.2;17.4.2 PMTK Flow Model;200
8.3.4.2.1;17.4.2.1 PMTK Flow Model Description;200
8.3.4.3;17.4.3 PMTK Task Model;201
8.3.4.3.1;17.4.3.1 PMTK Task Model Description;204
8.3.5;17.5 PMTK Support Models;204
8.3.5.1;17.5.1 PMTK Action-Team Model;204
8.3.5.1.1;17.5.1.1 PMTK Action-Team Model Description;204
8.3.5.2;17.5.2 PMTK MVP Model;205
8.3.5.2.1;17.5.2.1 PMTK Market-Value Pricing Model Description;205
8.3.5.3;17.5.3 PMTK PRM Model;206
8.3.5.3.1;17.5.3.1 Blackblot Procedural Requirements Management Model Description;206
8.3.5.4;17.5.4 PMTK Problem Echelon Model;207
8.3.5.4.1;17.5.4.1 PMTK Problem Echelon Model Description;207
8.3.5.5;17.5.5 PMTK Product Tree Model;208
8.3.5.5.1;17.5.5.1 PMTK Product Tree Model Description;208
8.3.5.5.2;17.5.5.2 PMTK Product Tree Model Relationships;209
8.3.6;17.6 PMTK Concept Models;209
8.3.6.1;17.6.1 Blackblot Product Management Team Model;209
8.3.6.1.1;17.6.1.1 Blackblot Product Management Team Model Description;210
8.3.6.2;17.6.2 Blackblot Product Definition Team Model;210
8.3.6.2.1;17.6.2.1 Blackblot Product Definition Team Model Description;210
8.3.6.3;17.6.3 Blackblot Product Frames Model;211
8.3.6.3.1;17.6.3.1 Blackblot Product Frames Model Description;211
8.3.6.4;17.6.4 Blackblot Marketing Model;212
8.3.6.4.1;17.6.4.1 Blackblot Marketing Model Description;214

Über Autor(innen)

Gabriel Steinhardt is Blackblot's founder and CEO, and a recognized international technology product management expert, author, lecturer, and developer of practical tools and methodologies that increase product managers' productivity.  A marketing and information systems MBA with over two decades of experience in product management with technology products, Gabriel has assumed diverse leadership roles with major corporations and startups in marketing, product management, and technical undertakings.  Gabriel is the developer of the Blackblot Product Manager's Toolkit® (PMTK) product management methodology, a globally adopted best practice.