Summary of Matt Lemay's Product Management in Practice

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 The day-to-day practice of product management involves a lot less building than it does supporting, facilitating, and communicating. In this chapter, we discuss the actual, real-world practice of product management.
#2 A product manager is responsible for the success of a product. They may organize meetings, negotiate product roadmaps with senior executives, and work with their colleagues in sales and customer service to understand and prioritize user needs.
#3 As a product manager, you are responsible for the success or failure of your product. You must lead through influence, not authority, which requires developing a different set of skills and approaches.
#4 As a product manager, you are responsible for the success of your team and product. This means you must do whatever needs to get done to ensure their success, even if it doesn’t fall neatly into your written job description.

Sujets

• Marketing
• Général

Informations

• Publié par: Everest Media LLC
• Date de parution: 09 mars 2022
• Nombre de lectures: 1
• EAN13: 9781669352488
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Matt Lemay's Product Management in Practice
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5 Insights from Chapter 6 Insights from Chapter 7 Insights from Chapter 8 Insights from Chapter 9 Insights from Chapter 10 Insights from Chapter 11
Insights from Chapter 1

#1

The day-to-day practice of product management involves a lot less building than it does supporting, facilitating, and communicating. In this chapter, we discuss the actual, real-world practice of product management.

#2

A product manager is responsible for the success of a product. They may organize meetings, negotiate product roadmaps with senior executives, and work with their colleagues in sales and customer service to understand and prioritize user needs.

#3

As a product manager, you are responsible for the success or failure of your product. You must lead through influence, not authority, which requires developing a different set of skills and approaches.

#4

As a product manager, you are responsible for the success of your team and product. This means you must do whatever needs to get done to ensure their success, even if it doesn’t fall neatly into your written job description.

#5

As a product manager, you must translate between the needs, perspectives, and skill sets of your stakeholders and users. You must understand their communication styles, their sensitivities, and the differences between what they say and what they mean.

#6

The role of a product manager is to be the mini-CEO of a product. However, you must act like a mini-CEO without the same importance. You are entirely dependent on the trust and hard work of your team, and that trust can be easily squandered if you carry yourself like a big important boss.

#7

product management can be a frustrating field for those who come from the never mind, I’ll just do it myself school of problem-solving. It can be difficult to trust others when you’re in charge of a product, and it can be frustrating to have to collaborate with others.

#8

As a product manager, you will rarely be given clear guidelines and instructions. You must instead figure out what you should do, who you should talk to, and discover the unknown unknowns that are unique to your product and team.

#9

The profile of a product manager is typically either a technical person with some business savvy, or a business-savvy person who will not annoy the hell out of developers. However, great product managers can come from anywhere.

#10

The Jargon Jockey is a Scrum Master who uses words you haven’t heard to define words you haven't heard, in an attempt to persuade you that their approach is the best. They are appalled that you haven't heard of Arie van Bennekum, one of the signers of the Agile Manifesto.

#11

The Hero Product Manager is not particularly interested in hearing why this idea might not work or that it’s been discussed and explored a million times already. The people at this company just never seem to give the Hero Product Manager the resources or support he needs to deliver on all those amazing promises.

#12

The Product Martyr is the person who takes complete and unequivocal responsibility for screwing everything up. They say it’s no big deal that they pick up coffee for the team every morning, but the way they place the Starbucks tray down on their desk seems just a little too emphatic.

#13

The best product managers are those who have teams that use phrases like I would trust that person with my life and That person makes me feel excited to show up for work in the morning. If you’re starting to feel insecure about your work, talk to your team and see what you can do to better contribute to their success.

#14

Having no common sense of the goals of the organization can make it difficult for product owners to measure their success. As soon as you start bringing all the product owners together to discuss shared goals, a lot of the competition and defensiveness naturally melts away.

#15

Being a product manager means you will have to do many different things. Do not become upset if your day-to-day work is not important-seeming, as long as it is contributing to the goals of your team.
Insights from Chapter 2

#1

Product management is a unique and valuable role, and it is difficult to pin down the skills that product managers use in their work. This often leads to product management being described as a mish-mash of the skills used in other, easier-to-define roles.

#2

The UX/Tech/Business model is a useful tool to understand the different roles of a product manager, but it does not provide much guidance on how to act upon it.