Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
Croll and Yoskovitz work through which metric matters at which stage for six business models covering ecommerce, SaaS, free mobile apps, media, user generated content and two sided marketplaces.
Alvarez wrote a practical guide to customer development for people inside established companies rather than for founders, which is the gap the original literature left.
A book about applying lean and agile thinking above the level of a single team, written for organisations that already have a delivery capability and cannot start again.
Nandakumar wrote this for the gap between a business idea stated in one sentence and a product a team can begin. The method runs from naming the business outcome, through the impact the product would have to have and the measures …
Gothelf and Seiden apply lean and agile thinking to design practice. Assumptions are made explicit and turned into hypotheses, design happens collaboratively rather than in a studio, and the MVP is treated as a test rather than a small first version.
Lauchengco's product marketing book, part of Cagan's Silicon Valley Product Group series. Defines the role through four fundamentals of ambassador for the customer, storyteller, evangelist, and connector to go to market strategy.
The Heaths examined why some ideas are remembered and repeated while better ideas are forgotten, and found six properties the memorable ones share. An idea sticks when it is simple, unexpected, concrete, credible, emotional and told as a story.
Berkun ran projects at Microsoft on Internet Explorer and Windows, and wrote about the parts of the job that are judgement rather than method. Chapters cover writing a vision document, working out what to do, making decisions on …
DeGrandis names five thieves of time being too much work in progress, unknown dependencies, unplanned work, conflicting priorities and neglected work. Each gets a chapter covering how to spot it, how to make it visible on a board, and the specific countermeasures.
The official MSP manual, describing how to run a programme as coordinated projects and change activity aimed at an outcome rather than a deliverable. The fifth edition is organised into principles, themes and processes, with …
The official PRINCE2 manual and the basis of the Foundation and Practitioner examinations. The method rests on seven principles that must all be present for work to count as PRINCE2, a set of practices covering the management …
Bridges separates change, which is external and can be announced on a date, from transition, which is the internal process people go through and cannot be skipped.
Abbajay treats the relationship with your manager as something you are responsible for shaping rather than something you simply receive. The first part is about diagnosing your boss across styles covering how they take in …
Doerr's account of Objectives and Key Results, drawn from Intel and applied at Google and elsewhere. Objectives are qualitative and directional while key results are numerical and time bound.
Young's method for building a large diagram of what people are trying to accomplish, drawn from transcripts of open ended interviews and grouped into towers of related tasks, thoughts and feelings.