Summary of Josh Anon & Carlos González de Villaumbrosia's The Product Book

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 Product management is a wide and fascinating field that involves understanding your customers, finding opportunities in the market, and developing and launching successful products. It can be difficult to break into, but if you are interested in learning more, read on.
#2 A product manager is the person who represents the customer and helps them be awesome. They must understand both business strategy and execution, figure out who the customers are and what problems they have, know how to set a vision, and know how to define success for the customer and the product.
#3 The role of a product manager is to help the team meet any deadlines and ensure that the product is well-represented to the customers. Product managers are like the conductor in an orchestra. They never make a sound, but they are responsible for making the orchestra as a whole sound awesome.
#4 Product management is a relatively new discipline, so there is no clear path to becoming a product manager. However, product managers typically have an intersection of a technical background and communication skills.

Sujets

• Operations Management
• Production Management
• Gestion et management
• Economics
• Business

Informations

• Publié par: Everest Media LLC
• Date de parution: 12 juin 2022
• Nombre de lectures: 0
• EAN13: 9798822530898
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Josh Anon & Carlos González de Villaumbrosia's The Product Book
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 1

#1

Product management is a wide and fascinating field that involves understanding your customers, finding opportunities in the market, and developing and launching successful products. It can be difficult to break into, but if you are interested in learning more, read on.

#2

A product manager is the person who represents the customer and helps them be awesome. They must understand both business strategy and execution, figure out who the customers are and what problems they have, know how to set a vision, and know how to define success for the customer and the product.

#3

The role of a product manager is to help the team meet any deadlines and ensure that the product is well-represented to the customers. Product managers are like the conductor in an orchestra. They never make a sound, but they are responsible for making the orchestra as a whole sound awesome.

#4

Product management is a relatively new discipline, so there is no clear path to becoming a product manager. However, product managers typically have an intersection of a technical background and communication skills.

#5

PMs do not need an MBA or a sales background. They should understand the industry of the company they’re interested in, and be able to answer the following questions: Who are the customers. Who are the major players. What differentiates one company from another.

#6

There are many different types of product managers, and each one has a specific set of skills. The most common specialization is technical product management, where a PM has a strong technical background and works on a technical product.

#7

The product-development life cycle involves discrete steps, and each step emphasizes a different leg of the Product Triangle. The most common approach is a hybrid of waterfall and lean, where the PM plans a bit upfront to find the right opportunity, but then the teams implement the product in an iterative way.

#8

Each product goes through five key conceptual stages: finding and planning the right opportunity, designing the solution, building the solution, sharing the solution, and assessing the solution.

#9

The first phase of the product-development life cycle is to find and define the next opportunity to pursue. The world’s a sea of possibilities! What should you build next. It’s up to the product manager to create and sort through all the possibilities, picking the right one to focus on next.

#10

The product-planning phase in the product-development life cycle is when you identify and validate opportunities. You should develop these ideas into something your teams can implement. The minimum viable product is a term from lean methodology that refers to the most minimally featured product you can build that will still address the opportunity well.

#11

The MVP is the most important part of scoping a product. It helps you identify the most important thing to build first, which allows you to focus your design and development efforts on creating a useful product that you can deliver to customers quickly.

#12

The product manager should define the scope of the problem, the success metrics, and the goals of the product. The PRD is a document that collects all this planning information in one place.

#13

During this phase, the PM will work with the design team to come up with a solution to the problem they’ve identified. The design team will produce prototypes of the solutions they can test with customers to validate the design.

#14

After you’ve defined the problem and designed a solution, it’s time to build it. During this phase, you should try to find effective opportunities to share prototypes of the product with customers or employees, so that you can get early feedback about the product.

#15

The product-development life cycle is when a working product is ready for release. It is done when a working product that has been thoroughly tested is ready for release.

#16

The product marketing phase of the product-development life cycle is where you launch your product and let your customers know how your product will help them. It is essentially storytelling, and you should be able to explain how the product solves a problem and makes the customer awesome.
Insights from Chapter 2

#1

The last phase of the product-development life cycle is to assess how the just-completed iteration of the cycle went, see if you’re on track to achieve your success metrics, and come up with a recommendation for what to do in the next iteration.

#2

The most fundamental thing to understand about a company is its core belief: the value it adds to the world that differentiates it from other companies. Everything a company does should emerge from that value.

#3

The first task when looking at a company from a product point of view is to understand its why. A company with a clear mission statement will be able to grow because it knows what it wants to achieve.

#4

The most fundamental part of a company is who it’s solving problems for. You will optimize your products for these people. To understand your customers, you must define personas, which are fictional, typical customers.

#5

Personas are used to help market products and services. They contain demographic information only if it is relevant. For example, Airbnb’s host personas probably do not include how much each person makes per year, but they likely do include why a persona is interested in renting out her place.

#6

Personas are imaginary representations of groups of customers that help you understand their pain points, goals, and desires.