Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
A comprehensive reference on Scrum covering roles, activities, artefacts and the principles beneath them, written for people who need the whole picture rather than a quick start.
Thomke studied experimentation programmes at companies including Booking.com, Microsoft and Amazon, and wrote about what turns testing into a capability rather than an occasional activity.
Adzic and Evans give fifty short, independent ideas for improving story practice, each a couple of pages with the idea, why it works and how to make it work. Organised into creating stories, planning with them, discussing them, and splitting them.
Reis and Housley describe the data engineering lifecycle, which runs from generation through ingestion, storage, transformation and serving, with governance, security and architecture cutting across all of it.
An attempt to give software architecture a shared foundation rather than leaving it to war stories. The first part covers architectural thinking, modularity, and the architecture characteristics a system is actually being optimised for, along with how to identify and measure them.
The book 37signals wrote about how they built Basecamp, and the direct ancestor of Shape Up. It argues for a smaller product, a smaller team and a shorter path to launch, then works through what that means for scope, design, code and writing.
Allen's system for keeping commitments out of your head and in a set of lists you trust. The workflow moves through capturing everything that has your attention, clarifying what each item actually is, organising the results into …
The Harvard Negotiation Project's method for principled negotiation, which separates the people from the problem and bargains over interests rather than stated positions.
Downe led design in the UK Government Digital Service and distilled that experience into fifteen principles for a service that works. Each principle gets a short chapter, covering matters such as being easy to find, explaining its …
Rumelt separates strategy from goal setting and aspiration. A strategy has a kernel of three parts, being a diagnosis that names the challenge, a guiding policy for dealing with it, and coherent actions that carry the policy out.
Ellis and Brown document the growth team process. You need a cross functional team, a north star metric, a high tempo cycle of analysing, ideating, prioritising and testing, and a growth model that maps the equation behind the numbers.
The thorough guide to planning and running usability tests, written by two people who have run a great many of them. The first part covers what usability is and where testing fits alongside other methods, and the second walks …
Grove ran Intel and wrote a management book grounded in production thinking, opening with a breakfast factory to explain limiting steps, capacity and quality control.
Eyal's four phase Hook Model of trigger, action, variable reward and investment describes how products build habitual use. Covers external and internal triggers, the Fogg behaviour model applied to reducing the effort of an …
Flyvbjerg spent decades assembling a database of large projects and their outcomes, and with Gardner turns that evidence into a short set of rules. The central finding is that big projects fail because planning is rushed and delivery is slow, when the reliable pattern is the reverse.