Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
Pichler's book on leading without authority. Covers the mindset shift, listening and empathy as working tools, guiding stakeholders and development teams towards decisions, handling conflict, and the specific practices for collaborative decision making including consent and consensus.
Covert wrote a short book about information architecture for people who would never call themselves information architects. It moves from identifying the mess and stating your intent through to choosing a direction, giving structure to the parts and preparing to adjust as things change.
Kendrick works through risk in the order you meet it on a project, starting with scope risk, then schedule and resource risk, then the analysis and response planning that follow.
Adzic's short book on a visual technique linking deliverables back to goals. The map has four levels asking why, who, how and what, so every feature traces to an actor whose behaviour must change in service of a measurable goal.
Cohen and Bradford model influence as exchange, arguing that you obtain cooperation by trading things the other person values rather than by holding power over them.
Cialdini's six principles of persuasion, being reciprocation, commitment and consistency, social proof, liking, authority and scarcity. Each gets a chapter explaining the mechanism, the conditions under which it works, and how practitioners deploy it.
The fourth edition of the polar bear book, rewritten so the ideas apply to any information environment rather than only to websites. The core sections cover the anatomy of an information architecture, then the organisation …
Cagan sets out how product teams at companies shipping continuously actually operate. Empowered teams are given problems rather than feature lists, a product manager is accountable for value and viability, and a designer and engineers are involved from the start.
Portigal's book on the craft of the interview itself. Covers preparation and recruiting, building rapport, the structure of a good interview guide, and the specific techniques of silence, follow up and asking for stories.
Hall's guide to doing research yourself rather than outsourcing it. Covers the research basics of asking answerable questions and avoiding bias, then works through organisational research, user research, competitive research, evaluative research and analysis.
Two short books in one, the first comparing Scrum and Kanban as tools rather than as rival methods, the second a set of case studies from teams that used them.
Anderson's original Kanban book. Covers visualising the workflow, limiting work in progress, managing flow, making policies explicit, and improving collaboratively. The argument is for evolutionary change starting from the current process rather than a defined transition.
Larman and Vodde's condensed account of LeSS after two earlier volumes of experiments and practices. LeSS keeps one Product Owner, one Product Backlog and one shippable increment across many teams, and the book explains the …
Yablonski collects the psychological principles that keep turning up in interface decisions and explains each one with worked examples. Coverage includes Fitts's law and Hick's law on target size and choice, Jakob's law on the …
Kotter's eight stage process for organisational change, drawn from studying transformations that stalled alongside ones that held. The stages run from establishing urgency and building a guiding coalition, through creating and …