Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
Lafley and Martin frame strategy as five cascading choices. What is our winning aspiration, where will we play, how will we win, what capabilities must be in place, and what management systems are required.
Young separates empathy as a research skill from sympathy and from simply being pleasant, and explains how to build a real understanding of how another person thinks.
A beginner's guide to SQL built around real public datasets rather than toy tables. It starts with creating and querying tables, then works through joins, aggregation, subqueries, common table expressions and window functions using census, taxi trip and food inspection data.
Agrawal, Gans and Goldfarb frame machine learning in economic terms as a drop in the cost of prediction. When prediction gets cheap, its complements of judgement, data and action become more valuable.
Rodrigues works through the analytical toolkit for consumer products, from defining metrics to building models that explain user behaviour. The book starts with behavioural theory and the argument that a metric needs a causal …
Banfield, Eriksson and Walkingshaw cover leading product teams, drawing on interviews with many product leaders. Organised around building the team, working with customers and stakeholders, and how the role differs by company stage from startup through growth to enterprise.
LeMay writes about the daily reality of the job rather than the idealised version. Covers the CORE skills of communication, organisation, research and execution, working with stakeholders and executives, the difference between the …
Watts applies the same good to great structure to product ownership, using the acronym DRIVEN for the characteristics of a great Product Owner. Covers decisiveness, ruthlessness about scope, informed decision making, value focus, empowerment and negotiation skill.
Lombardo and co authors reframe the roadmap as a statement of intent rather than a delivery schedule. Components are a product vision, business objectives, themes rather than features, disclaimers about confidence, and time horizons expressed loosely.
Bush covers the model where the product itself drives acquisition, conversion and expansion rather than a sales team. Includes a framework for deciding whether product led fits your market, the choice between free trial, freemium …
A practitioner text on programme management written from the business results end rather than the process end. It positions the programme manager as the person accountable for the business case across many projects, and works …
Written by FranklinCovey for the very large number of people who end up running projects that are not in their job description. The method pairs a light process running from initiating through planning, execution and monitoring to …
Kersten argues that funding projects with fixed scope and end dates is the wrong model for software, and proposes funding long lived product value streams instead.
A statistics book aimed squarely at people who run user research, organised around the questions that actually come up in the work. It covers confidence intervals for completion rates and task times, comparing two designs, sample …
Scott's framework places feedback on two axes of caring personally and challenging directly. Radical candour needs both, and the failure modes are ruinous empathy, obnoxious aggression and manipulative insincerity.