The vocabulary the exams and the daily work both assume you already have. Every entry gives the definition, the source it is drawn from, and the misreadings that follow from getting it wrong.
265 concepts, page 8 of 14
Seven performance domains name the areas a project has to perform in, five focus areas name the points in its life where work happens, and forty processes sit at the intersection.
Project Management
Material, equipment and facilities have lead times, storage costs and delivery windows that effort does not, and planning them as though they behaved like people is a reliable way to stall a project.
Project Management
Distinguish a platform from an API, test participant incentives and plan a small network with workable economics and governance.
Strategy
Ranking requirements on evidence of how many people have the problem and how urgent it is, so the order can be defended without anyone raising their voice.
Prioritisation
Which facts inside an event property count as personal data, the lawful basis and the four tests a consent has to pass, how long a record may be kept, and the arithmetic showing what a declined consent rate does to every funnel and cohort the product reports.
Metrics
Make or buy as an economic decision, the fixed price, cost reimbursable and time and materials families and who carries the risk under each, the procurement cycle, and why a contract type is a relationship.
Project Management
What product analytics is, how it differs from business intelligence and from user research, the event as the unit everything else is counted from, and the single test that separates a practice from a wall of dashboards.
Metrics
What an entry on the Product Backlog is, what Scrum requires of it, and how much of what teams do to items comes from practices outside the framework.
Scrum
The ongoing activity of breaking down and further defining Product Backlog items into smaller, more precise items. It is not an event.
Scrum
Every backlog item carries an assumption that someone wants it. Discovery finds the assumptions, validation buys evidence, and the choice of technique is a trade between cost and quality of learning.
Discovery
Compare self service, sales, partners and audience channels, then evaluate a distribution funnel using acquisition costs and customer contribution.
Strategy
Use product economics to compare investments, calculate customer contribution and avoid misleading lifetime value or prioritisation claims.
Metrics
AARRR from Dave McClure in 2007 and HEART from Google's research team in 2010, what each one was built to solve, the Goals Signals Metrics process that sits underneath HEART, and the honest criticism of both alongside the north star.
Metrics
The four kinds of number a product produces, what each one is good for and how each one misleads, a worked case where the mean and the median disagree by the width of the whole population, and the property that separates a measure a team can act on from one that only ever rises.
Metrics
Assign product roles, compare investment options and plan responsible exits while balancing established products with future opportunities.
Strategy
Define competitive context and translate it into credible messages for buyers and users. Includes a positioning workflow and a worked maintenance example.
Strategy
Choose what customers pay for, estimate contribution and test pricing assumptions through realistic buying decisions.
Strategy
Watching how the product performs in the market, what it costs the company to run, and what it contributes to profit, after the launch has stopped being news.
Metrics
The roadmap shows the vision and the phases of deliverables and is a plan rather than a commitment. The release plan is the dated one. Keeping them separate is what stops a direction becoming a promise.
Strategy
Write clear exclusions with a reason, owner and review condition. Respond to competing requests without turning a temporary choice into a permanent ban.
Strategy