Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
Olsen lays out a six step process for reaching product market fit. You identify the target customer, work out their underserved needs, define the value proposition, specify the minimum viable feature set, build the prototype, and test it with customers.
Ries applies manufacturing derived thinking to new products under uncertainty. The build measure learn loop, validated learning, innovation accounting and the pivot all originate or are popularised here.
Eikenberry and Turmel start from the position that leadership principles do not change at a distance, though almost every practice around them does. The book is built on a three part model covering leading yourself, leading others …
Zhuo's account of moving into management, written from her time leading design at Facebook. Covers the first three months, giving feedback, managing yourself, running meetings that are worth attending, hiring, and the shift from doing the work to multiplying it.
Fournier structures the book as a career ladder, giving a chapter to each rung from being managed, through mentoring and the tech lead role, to managing people, managing teams, managing managers, and senior leadership.
A short, practical book on customer conversations. Fitzpatrick's rule is to ask about the person's life and past behaviour rather than about your idea, since the second only produces compliments.
Brooks drew on running the OS/360 project at IBM and wrote the essays that gave the field Brooks's law, the observation that adding people to a late project makes it later.
Nexus is the Scrum.org framework for a small number of Scrum Teams working from a single Product Backlog, and this is the book that explains it. It adds a Nexus Integration Team accountable for one integrated increment, along with …
A novel about an IT manager given ninety days to save a failing project, used as a vehicle for the Three Ways of flow, feedback and continual learning. The Theory of Constraints runs underneath, with the plot turning on identifying the bottleneck and subordinating everything to it.
Busuttil writes from a practitioner's perspective on what the job involves day to day, including the parts that go wrong. Covers defining the role, understanding the market, working with development, launching, and the recurring reasons products fail.
Reinertsen sets out a large collection of numbered principles for managing the flow of product development work, grounded in queueing theory, economics and control theory.
Written by two Scrum.org trainers, this is the most exam aligned Product Owner book available. It develops the Product Owner as a value maximising role across three dimensions of vision, value and validation.
Minto's method for structuring written and spoken argument. Ideas form a pyramid where each level summarises the ones below, groups are either deductive or inductive, and the introduction follows a situation, complication, question and answer sequence.
J.J. Sutherland writes about applying Scrum outside software, drawing on Scrum Inc's consulting work in manufacturing, banking, aerospace and government.
The definition of Scrum by the two people who created it, running to about thirteen pages in the November 2020 revision. It sets out the theory of empiricism and lean thinking, the five values, the three accountabilities, the five events and the three artefacts with their commitments.