Steinhardt The Product Manager's Toolkit

Methodologies, Processes and Tasks in High-Tech Product Management
1. Auflage 2010
ISBN: 978-3-642-04508-0
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 385 Seiten

Product management is challenging, complex, and often misunderstood. Across the high-tech industry, drastically different duties and responsibilities are attributed to product management professionals. Diverse interpretations regarding the role of product management have only further confused practitioners and stifled the ability to develop clear and consistent product management methodologies. 'The Product Manager's Toolkit' book provides a consistent and holistic managerial approach to product management and presents a practical and comprehensive methodology (tasks, processes, deliverables, and roles) that covers nearly all aspects of product management.

Autoren/Hrsg.

Steinhardt, Gabriel

Inhaltsverzeichnis

1;Part I: Product Management Concpets;16
2;1: Who´s Driving Your Company?;17
2.1;Introduction;17
2.2;Technology-Driven: Take My Road;18
2.3;Sales-Driven: A Cruising Taxi;19
2.4;Market-Driven: Driven to Success;20
2.5;Summary;20
3;Chapter 2: Product Management Team;22
3.1;Introduction;22
3.2;Your Role;22
3.3;Jack of All Roles, Master of None;23
3.4;Breaking It Down;24
3.5;Roles and Goals;25
3.6;Blackblot Product Management Team Model;26
3.7;Odd Couple(s);27
3.8;Roles and Activities;29
3.9;Solution;29
3.10;Summary;30
4;Chapter 3: Product Definition Team;32
4.1;Introduction;32
4.2;Key Concepts;33
4.3;Market Requirements;34
4.4;Blackblot Product Frames Model;35
4.5;Product Definition Foundation Documents;36
4.6;Blackblot Product Definition Team Model;37
4.7;Product Delivery Process;39
4.8;Conclusion;41
5;Chapter 4: Crafting Market Requirements;42
5.1;Introduction;42
5.2;Voice of the Customer;42
5.3;Market Requirements Document;43
5.4;Blackblot Procedural Requirements Management Model;43
5.5;Directive;45
5.6;Constraints;46
5.7;Rationales and Sources;47
5.8;Presentment Modes;48
5.9;Whole Picture;49
5.10;Verifying Wholeness;49
5.11;Market Requirements and Engineering;50
5.12;Market Requirements Database;51
5.13;Summary;52
6;Chapter 5: Concept of Marketing;53
6.1;Introduction;53
6.2;Business Domains;53
6.3;Marketing Domain;54
6.4;Marketing Domain Disciplines;56
6.5;Blackblot Marketing Model;57
6.6;Product Marketing Methods;58
6.7;Corporate Marketing Methods;59
6.8;Marketing Communications Methods;59
6.9;Corporate Organizational Structures;60
6.10;Marketing and Strategies;62
6.11;Marketing and Plans;63
6.12;Summary;64
7;Chapter 6: Value-Marketing Model;65
7.1;Introduction;65
7.2;Value Concept;65
7.3;Value Formula Scale;66
7.4;Value Concept Application;68
7.5;Internal Value Marketing Dynamics;69
7.6;External Value Marketing Dynamics;70
7.7;Creating Superior Perceived Value;71
7.8;Product Marketing Messages;74
7.9;Value Messages´ Foundational Knowledge;74
7.10;PMTK Market Messaging Model;76
7.11;PMTK Marketing Messages Model and Plan;77
7.12;Summary;78
8;Chapter 7: Extending Product Life Cycle Stages;80
8.1;Introduction;80
8.2;Product Life Cycle Model Assumptions;81
8.3;Product Life Cycle Model Stages;81
8.4;Reasons for Extending the PLC;82
8.5;Strategies for Extending the PLC;82
8.6;Product Planning Strategies for Extending the PLC;82
8.7;Product Marketing Strategies for Extending the PLC;83
8.8;Strategy Application within the PLC Model;84
8.9;Limitations of the PLC Model;85
8.10;Benefits of the PLC Model;86
8.11;Conclusion;86
9;Chapter 8: Product Management Glossary;88
9.1;Product Management Terms and Definitions;88
9.2;Product Management Glossary Description;96
10;Part II: Product Manager´s Toolkit;97
11;9: PMTK Introduction;98
11.1;PMTK Index;98
11.2;PMTK Overview;101
11.2.1;PMTK Synopsis;101
11.2.2;PMTK Background;101
11.2.3;PMTK Scope;102
11.2.4;PMTK Use Convention;102
12;Chapter 10: PMTK Models;104
12.1;PMTK Core Models;104
12.1.1;PMTK Action Model;104
12.1.1.1;PMTK Action Model Description;104
12.1.2;PMTK Flow Model;104
12.1.2.1;PMTK Flow Model Description;107
12.1.3;PMTK Task Model;107
12.1.3.1;PMTK Task Model Description;107
12.2;PMTK Support Models;107
12.2.1;PMTK Action-Team Model;107
12.2.1.1;PMTK Action-Team Model Description;107
12.2.2;PMTK MVP Model;107
12.2.2.1;PMTK Market-Value Pricing Model Description;107
12.2.3;PMTK PRM Model;116
12.2.3.1;Blackblot Procedural Requirements Management Model Description;116
12.2.4;PMTK Problem Echelon Model;117
12.2.4.1;PMTK Problem Echelon Model Description;117
12.2.5;PMTK Product Tree Model;118
12.2.5.1;PMTK Product Tree Model Description;119
12.2.5.2;PMTK Product Tree Model Relationships;119
12.3;PMTK Concept Models;119
12.3.1;Blackblot Product Management Team Model;119
12.3.1.1;Blackblot Product Management Team Model Description;119
12.3.2;Blackblot Product Definition Team Model;121
12.3.2.1;Blackblot Product Definition Team Model Description;121
12.3.3;Blackblot Product Frames Model;121
12.3.3.1;Blackblot Product Frames Model Description;121
12.3.4;Blackblot Marketing Model;126
12.3.4.1;Blackblot Marketing Model Description;126
13;Chapter 11;129
13.1;PMTKTEMPLATES;129
13.1.1;11.1 PRODUC TPLANNING;130
13.1.1.1;11.1.1 PRM Market Requirements Document (MRD) –Template V. 4.0;131
13.1.1.1.1;Table of Contents;132
13.1.1.1.1.1;1. Introduction;134
13.1.1.1.1.2;2. Market Problem and Opportunity;134
13.1.1.1.1.3;3. Market Overview;135
13.1.1.1.1.4;4. Customers and Buyers;135
13.1.1.1.1.5;5. Users and Personas;136
13.1.1.1.1.6;6. Market Requirements;137
13.1.1.1.1.7;7. Supporting Data;141
13.1.1.2;11.1.2 PRM Product Requirements Document (PRD) – Template V. 4.0;142
13.1.1.2.1;Table of Contents;143
13.1.1.2.1.1;1. Introduction;144
13.1.1.2.1.2;2. Product Project Overview;144
13.1.1.2.1.3;3. Product Environment;145
13.1.1.2.1.4;4. Product Requirements;145
13.1.1.2.1.5;5. Supporting Data;148
13.1.1.3;11.1.3 PMTK Market Requirements Document (MRD) –Template V. 4.0;149
13.1.1.3.1;Table of Contents;150
13.1.1.3.1.1;1. Introduction;152
13.1.1.3.1.2;2. Business Objectives;153
13.1.1.3.1.3;3. Market/Customer Overview;154
13.1.1.3.1.4;4. Customer Use Cases;155
13.1.1.3.1.5;5. Product Requirements;156
13.1.1.3.1.6;6. Success Criteria;158
13.1.1.3.1.7;7. Financial Data;158
13.1.1.3.1.8;8. Product Schedule;159
13.1.1.3.1.9;9. Risks and Consequences;159
13.1.1.3.1.10;10. Supporting Data;160
13.1.1.4;11.1.4 Use Cases –Template V. 4.0;161
13.1.1.4.1;Table of Contents;162
13.1.1.4.1.1;1. Introduction;163
13.1.1.4.1.2;2. The Product;163
13.1.1.4.1.3;3. Personas Overview;163
13.1.1.4.1.4;4. Use Cases;164
13.1.1.4.1.5;5. Supporting Data;166
13.1.1.5;11.1.5 Product Roadmap – TemplateV. 4.0;167
13.1.1.5.1;Table of Contents;168
13.1.1.5.1.1;1. Introduction;169
13.1.1.5.1.2;2. Market/Technology Overview;169
13.1.1.5.1.3;3. Product Roadmap;169
13.1.1.5.1.4;4. Supporting Data;170
13.1.1.6;11.1.6 MVP Pricing Model – TemplateV. 4.0;171
13.1.1.6.1;Table of Contents;172
13.1.1.6.1.1;1. Introduction;173
13.1.1.6.1.2;2. Pricing Scheme;173
13.1.1.6.1.3;3. Pricing Formula;176
13.1.1.6.1.4;4. Price Mix;177
13.1.1.6.1.5;5. Pricing Model;178
13.1.1.6.1.6;6. Market/Customer Data;178
13.1.1.6.1.7;7. Pricing Model Assumptions;179
13.1.1.6.1.8;8. Supporting Data;179
13.1.1.7;11.1.7 Win/Loss Analysis Questionnaire –Template V. 4.0;180
13.1.1.7.1;Table of Contents;181
13.1.1.7.1.1;1. Introduction;182
13.1.1.7.1.2;2. Win/Loss Analysis Objectives;182
13.1.1.7.1.3;3. Product/Market Overview;182
13.1.1.7.1.4;4. Win/Loss Analysis Questionnaire/Form;183
13.1.1.7.1.5;5. Supporting Data;185
13.1.1.8;11.1.8 Win/Loss Analysis Report –Template V. 4.0;187
13.1.1.8.1;Table of Contents;188
13.1.1.8.1.1;1. Introduction;189
13.1.1.8.1.2;2. Win/Loss Analysis Report Form;189
13.1.1.8.1.3;3. Supporting Data;190
13.1.1.9;11.1.9 Customer Visit – Guidelines V. 4.0;191
13.1.1.9.1;Table of Contents;192
13.1.1.9.1.1;1. Introduction;193
13.1.1.9.1.2;2. Customer Visit Planning;193
13.1.1.9.1.3;3. Supporting Data;194
13.1.2;11.2 PRODUC TMARKETING;195
13.1.2.1;11.2.1 Business Case –Template V. 4.0;196
13.1.2.1.1;Table of Contents;197
13.1.2.1.1.1;1. Introduction;199
13.1.2.1.1.2;2. Executive Summary;199
13.1.2.1.1.3;3. Market Problem and Opportunity;199
13.1.2.1.1.4;4. Product Description;200
13.1.2.1.1.5;5. Market Overview;200
13.1.2.1.1.6;6. Business Advantages;201
13.1.2.1.1.7;7. Barriers to Entry;202
13.1.2.1.1.8;8. Market Strategy;202
13.1.2.1.1.9;9. Impact Assessment;204
13.1.2.1.1.10;10. Risk Assessment;204
13.1.2.1.1.11;11. Financial Outlook;205
13.1.2.1.1.12;12. Conclusions and Recommendations;207
13.1.2.1.1.13;13. Review and Approval;208
13.1.2.1.1.14;14. Supporting Data;208
13.1.2.2;11.2.2 Competitor Analysis – TemplateV. 4.0;210
13.1.2.2.1;Table of Contents;211
13.1.2.2.1.1;1. Introduction;212
13.1.2.2.1.2;2. ;212
13.1.2.2.1.3;3. ;213
13.1.2.2.1.4;4. Conclusions;215
13.1.2.2.1.5;5. Action Plan;215
13.1.2.2.1.6;6. Supporting Data;216
13.1.2.3;11.2.3 Product Comparison –Template V. 4.0;217
13.1.2.3.1;Table of Contents;218
13.1.2.3.1.1;1. Introduction;219
13.1.2.3.1.2;2. The Products;219
13.1.2.3.1.3;3. Product Comparison Table;219
13.1.2.3.1.4;4. Conclusions;221
13.1.2.3.1.5;5. Action Plan;221
13.1.2.3.1.6;6. Supporting Data;222
13.1.2.4;11.2.4 Corporate Mission – TemplateV. 4.0;223
13.1.2.4.1;Table of Contents;224
13.1.2.4.1.1;1. Introduction;225
13.1.2.4.1.2;2. Corporate Mission Statement;225
13.1.2.4.1.3;3. Supporting Data;226
13.1.2.5;11.2.5 Product Positioning –Template V. 4.0;227
13.1.2.5.1;Table of Contents;228
13.1.2.5.1.1;1. Introduction;229
13.1.2.5.1.2;2. Overview;229
13.1.2.5.1.3;3. Product Positioning;230
13.1.2.5.1.4;4. Supporting Data;231
13.1.2.6;11.2.6 Sales Axioms –Template V. 4.0;232
13.1.2.6.1;Table of Contents;233
13.1.2.6.1.1;1. Introduction;234
13.1.2.6.1.2;2. Product’s Sales Axioms;234
13.1.2.6.1.3;3. Supporting Data;235
13.1.2.7;11.2.7 Problem/Solution/Feature/Benefit –Template V. 4.0;237
13.1.2.7.1;Table of Contents;238
13.1.2.7.1.1;1. Introduction;239
13.1.2.7.1.2;2. PSFB Matrix;239
13.1.2.7.1.3;3. Supporting Data;240
13.1.2.8;11.2.8 Unique Selling Proposition –Template V. 4.0;241
13.1.2.8.1;Table of Contents;242
13.1.2.8.1.1;1. Introduction;243
13.1.2.8.1.2;2. Unique Selling Proposition (USP);243
13.1.2.8.1.3;3. Supporting Data;244
13.1.2.9;11.2.9 Market Plan –Template V. 4.0;245
13.1.2.9.1;Table of Contents;246
13.1.2.9.1.1;1. Introduction;248
13.1.2.9.1.2;2. Structure and Resources;248
13.1.2.9.1.3;3. Market Problem and Opportunity;248
13.1.2.9.1.4;4. Market Overview;249
13.1.2.9.1.5;5. Long-Term Goals;251
13.1.2.9.1.6;6. PMTK Value-Marketing Model;252
13.1.2.9.1.7;7. PMTK Marketing Messages Model;253
13.1.2.9.1.8;8. Supporting Data;256
13.1.2.10;11.2.10 Company Profile – TemplateV. 4.0;257
13.1.2.10.1;Table of Contents;258
13.1.2.10.1.1;1. Introduction;259
13.1.2.10.1.2;2. Company Profile Authoring;259
13.1.2.10.1.3;3. Company Profile;260
13.1.2.11;11.2.11 Product Backgrounder –Template V. 4.0;263
13.1.2.11.1;Table of Contents;264
13.1.2.11.1.1;1. Introduction;265
13.1.2.11.1.2;2. Product Backgrounder;265
13.1.2.12;11.2.12 Collateral Matrix – GuidelinesV. 4.0;267
13.1.2.12.1;Table of Contents;268
13.1.2.12.1.1;1. Introduction;269
13.1.2.12.1.2;2. The Collateral Matrix;269
13.1.2.13;11.2.13 Press Release Questionnaire –Template V. 4.0;275
13.1.2.13.1;Table of Contents;276
13.1.2.13.1.1;1. Introduction;277
13.1.2.13.1.2;2. The Press Release Questionnaire;277
13.1.2.14;11.2.14 Lead Generation –Template V. 4.0;278
13.1.2.14.1;Table of Contents;279
13.1.2.14.1.1;1. Introduction;280
13.1.2.14.1.2;2. Sales Generation Overview;280
13.1.2.14.1.3;3. Lead Generation Program;280
13.1.2.14.1.4;4. Supporting Data;282
13.1.3;11.3 PROCESSEFFICIENCY;283
13.1.3.1;11.3.1 Meeting Rules –Guidelines V. 4.0;284
13.1.3.1.1;Table of Contents;285
13.1.3.1.1.1;1. Introduction;286
13.1.3.1.1.2;2. Meeting Rules and Guidelines;286
13.1.3.2;11.3.2 Management by Objectives (MBO)Guidelines V. 4.0;287
13.1.3.2.1;Table of Contents;288
13.1.3.2.1.1;1. Introduction;289
13.1.3.2.1.2;2. MBO (Management by Objectives) Plan Guidelines;289
13.1.3.2.1.3;3. The MBO (Management by Objectives) Plan;292
13.1.3.3;11.3.3 Decision Making – GuidelinesV. 4.0;294
13.1.3.3.1;Table of Contents;295
13.1.3.3.1.1;1. Introduction;296
13.1.3.3.1.2;2. Overview;296
13.1.3.3.1.3;3. Basic Workplace Psychology;296
13.1.3.3.1.4;4. Decision Making Guidelines;297
13.1.3.3.1.5;5. Implementing the Guidelines;298
13.1.3.4;11.3.4 Deliverable Sign-Off – GuidelinesV. 4.0;299
13.1.3.4.1;Table of Contents;300
13.1.3.4.1.1;1. Introduction;301
13.1.3.4.1.2;2. Overview;301
13.1.3.4.1.3;3. Initiating a Sign-Off;301
13.1.3.5;11.3.5 Generic Document – TemplateV. 4.0;304
13.1.3.5.1;Table of Contents;305
13.1.3.5.1.1;1. Introduction;306
13.1.3.5.1.2;2. Overview;306
13.1.3.5.1.3;3. Topic;306
13.1.3.5.1.4;4. Supporting Data;306
13.1.3.6;11.3.6 Bundle Book –Guidelines V. 4.0;308
13.1.3.7;11.3.7 Gap Analysis –Template V. 4.0;309
13.1.3.7.1;Table of Contents;310
13.1.3.7.1.1;1. Introduction;311
13.1.3.7.1.2;2. Gap Analysis Process;311
13.1.3.7.1.3;3. Supporting Data;316
13.1.3.8;11.3.8 Performance Review – TemplateV. 4.0;317
13.1.3.8.1;Table of Contents;318
13.1.3.8.1.1;1. Introduction;319
13.1.3.8.1.2;2. Performance Measurement;319
13.1.3.8.1.3;3. Conclusions and Recommendations;320
13.1.3.8.1.4;4. Supporting Data;321
13.1.4;11.4 PERSONNEL MANAGEMENT;322
13.1.4.1;11.4.1 Curriculum Vitae – TemplateV. 4.0;323
13.1.4.1.1;Table of Contents;324
13.1.4.1.1.1;1. Introduction;325
13.1.4.1.1.2;2. Curriculum Vitae Authoring;325
13.1.4.1.1.3;3. Product Management CV;326
13.1.4.2;11.4.2 Professional Development Plan –Template V. 4.0;329
13.1.4.2.1;Table of Contents;330
13.1.4.2.1.1;1. Introduction;331
13.1.4.2.1.2;2. Growth Environment;331
13.1.4.2.1.3;3. Professional Development;332
13.1.4.2.1.4;4. Personal Introspection;333
13.1.4.2.1.5;5. Skills Assessment;334
13.1.4.2.1.6;6. Action Plan;340
13.1.4.2.1.7;7. Summary Report;340
13.1.4.2.1.8;8. Conclusions and Recommendations;341
13.1.4.2.1.9;9. Supporting Data;341
13.1.4.3;11.4.3 PMTK Role Descriptions –Guidelines V. 4.0;342
13.1.4.3.1;Table of Contents;343
13.1.4.3.1.1;1. Introduction;344
13.1.4.3.1.2;2. Product Planner Role Description;345
13.1.4.3.1.3;3. Product Marketer Role Description;347
13.1.4.3.1.4;4. Product Architect Role Description;348
13.1.4.3.1.5;5. Sales Engineer Role Description;350
13.1.4.3.1.6;6. MarCom Manager Role Description;352
13.1.4.3.1.7;7. Director of Products Role Description;353
13.1.4.4;11.4.4 PMTK Job Description –Template V. 4.0;356
13.1.4.4.1;Table of Contents;357
13.1.4.4.1.1;1. Introduction;358
13.1.4.4.1.2;2. PMTK Job Description;358
13.1.4.5;11.4.5 PMTK Interview Process – GuidelinesV. 4.0;363
13.1.4.5.1;Table of Contents;364
13.1.4.5.1.1;1. Introduction;365
13.1.4.5.1.2;2. Product Management Interview Context;365
13.1.4.5.1.3;3. Product Management Interview Process Logistics;367
13.1.4.5.1.4;4. Product Management Interview Process;370
13.1.5;11.5 PMTK IMPLEMENTATION;373
13.1.5.1;11.5.1 PMTK Implementation Plan –Template V. 4.0;374
13.1.5.1.1;Table of Contents;375
13.1.5.1.1.1;1. Introduction;376
13.1.5.1.1.2;2. PMTK Implementation Plan;376
13.1.5.1.1.3;3. Conclusions and Recommendations;381
13.1.5.1.1.4;4. Supporting Data;381
14;Addendum;382
14.1;Online Reference;382
14.1.1;Blackblot Content Retention Tools;382
14.1.2;Blackblot Concept Presentations;383
14.2;Additional Services;383
14.2.1;Blackblot Product Manager´s Toolkit (Lifetime Subscription);383
14.2.2;Blackblot Product Management Training Program;384
14.2.3;Blackblot Product Management Professional (BPMP) Certification Program;384
14.2.4;Blackblot Content Licensing;385

Leseproben

"Chapter 2 Product Management Team (S. 9-10)

Formalizing and Structuring the Responsibilities and Makeup of the Product Management Team

2.1 Introduction

The role of a product manager is challenging, complex, and often misunderstood. Across the high-tech industry, the product manager title is used in many ways to describe drastically different duties and responsibilities. Diverse interpretations regarding the role of the product manager have created for some an untenable situation where they struggle to define their own role. Properly defining and structuring the roles and responsibilities of the product management team will enable the team members to be more efficient and productive; leading to better revenues and higher-quality products that meet customer needs. This chapter explores the challenges faced by modern high-tech product managers and proposes a solution to formalize and structure the responsibilities and makeup of the product management team.

2.2 Your Role

Job titles are important and the role one plays in an organization is often identified by one’s job title. In most cases, job titles allow an observer to construe the role and scope of responsibilities associated with a specific job title, but often this is not the casewhen it comes to the world of product management.

The myriad of interpretations and diversity that surround productmanagement job titles, especially the productmanager title, make it very difficult to ascertain which roles and responsibilities are associated with a specific product management job title. Ask several product managers what their responsibilities are and you will get a variety of answers and descriptions. This situation can reach a point where several product managers working at the same company and department provide very different perspectives on their position.

Many people mistakenly accept a definition that presumes that product management is a collective term used to describe the broad sum of diverse activities performed in the interest of delivering a particular product to market. Such a broad definition, used by many companies today, is the root cause of much grief and problems because it lacks the professional focus needed to be successful, and allows virtually any product-related task to be assigned to the product manager."