Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
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 …
Three product managers from Google, Facebook and Microsoft set out the seven bodies of knowledge they argue a product manager is expected to have. The seven are product design, economics, psychology, user experience, data science, law and policy, then marketing and growth.
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.
Perri and Tilles describe product operations as a discipline with three pillars, which are data and insights, customer and market insights, then process and governance.
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.
Wodtke teaches OKRs through a startup novella followed by a short handbook. The story shows the failure modes, including too many objectives, key results that measure activity, and no weekly cadence.
Dutt argues that iteration alone produces what she calls product diseases, and that a clear vision has to come first. The method has five elements covering vision, strategy, priorities, execution and measurement, with a specific …
Neeley has researched distributed and global teams for two decades, and organises the book around the questions leaders actually ask about remote working.