Escaping the build trap : how effective product management creates real value by Perri, Melissa.
Material type: TextPublication details: Sebastopol, CA; O'Reilly Media, 2022.Description: 1 online resource : illustrationsISBN:- 9789352137947
- 658.5
Item type | Current library | Call number | Status | Date due | Barcode | |
---|---|---|---|---|---|---|
Book | Indian Institute of Management Visakhapatnam | 658.5 (Browse shelf(Opens below)) | Available | 001655 |
Includes index
Intro; Copyright; Table of Contents; Preface; Acknowledgments; Part I. The Build Trap; Chapter 1. The Value Exchange System; Chapter 2. Constraints on the Value Exchange System; Chapter 3. Projects Versus Products Versus Services; Chapter 4. The Product-Led Organization; Sales-Led; Visionary-Led; Technology-Led; Product-Led; Chapter 5. What We Know and What We Don't; Part II. The Role of the Product Manager; Chapter 6. Bad Product Manager Archetypes; The Mini-CEO; The Waiter; The Former Project Manager; Chapter 7. A Great Product Manager; Tech Expert Versus Market Expert. A Great Product ManagerStart with Why; One Role, Many Responsibilities; Chapter 8. The Product Manager Career Path; Associate Product Manager; Product Manager; Senior Product Manager; Director of Product; VP of Product; Chief Product Officer; Chapter 9. Organizing Your Teams; Marquetly's Product Team; Part III. Strategy; Chapter 10. What Is Strategy?; Chapter 11. Strategic Gaps; The Knowledge Gap; The Alignment Gap; The Effects Gap; Autonomous Teams; Chapter 12. Creating a Good Strategic Framework; Strategy Deployment; Strategy Creation; Chapter 13. Company-Level Vision and Strategic Intents. Company VisionStrategic Intents; Chapter 14. Product Vision and Portfolio; Product Vision; Product Portfolio; Part IV. Product Management Process; Chapter 15. The Product Kata; Context Matters; Chapter 16. Understanding the Direction and Setting Success Metrics; Product Metrics; Pirate Metrics; The HEART Framework; Setting Direction with Data; Chapter 17. Problem Exploration; Understanding the Problem; Users Don't Want an App; Breaking Down Barriers and Getting Creative; Validating the Problem; Chapter 18. Solution Exploration; Experimenting to Learn; Concierge; Wizard of Oz; Concept Testing. When You Don't Need to Experiment RobustlyExperimenting in Complex Industries; Experimenting on Internal Products; Choosing the Right Solution at Marquetly; Chapter 19. Building and Optimizing Your Solution; Evolving the Product Vision; Prioritizing Work; The Real Definition of Done; Part V. The Product-Led Organization; Chapter 20. Outcome-Focused Communication; Cadences and Communication; Roadmaps and Sales Teams; Product Operations; Chapter 21. Rewards and Incentives; Chapter 22. Safety and Learning; Chapter 23. Budgeting; Chapter 24. Customer Centricity. Chapter 25. Marquetly: The Product-Led CompanyAfterword: Escaping the Build Trap to Become Product-Led; Appendix A. Appendix: Six Questions to Determine Whether a Company Is Product-Led; Index; About the Author
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