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The Product Manager's Toolkit® : Methodologies, Processes, and Tasks in Technology Product Management.

By: Steinhardt, Gabriel.
Material type: TextTextSeries: eBooks on Demand.Management for Professionals: Publisher: Cham : Springer International Publishing, 2017Copyright date: ©2017Edition: 2nd ed.Description: 1 online resource (214 pages).Content type: text Media type: computer Carrier type: online resourceISBN: 9783319499987.Subject(s): Project managementGenre/Form: Electronic books.Additional physical formats: Print version:: The Product Manager's Toolkit® : Methodologies, Processes, and Tasks in Technology Product ManagementDDC classification: 658.5 Online resources: Click here to view this ebook.
Contents:
Foreword -- Acknowledgments -- Contents -- About the Author -- Chapter 1: Introduction -- Part I: Product Management Concepts -- Chapter 2: Definition of Product Management -- 2.1 Introduction -- 2.2 User and Buyer -- 2.3 Core Disciplines -- 2.4 Concept of Product Management -- 2.5 Problem Space and Solution Space -- 2.6 Blackblot PMTK Methodology Foundation Rules -- 2.7 Adjusted for Reality -- 2.8 Summary -- Chapter 3: Product Delivery Strategies -- 3.1 Introduction -- 3.2 Technology-Driven: Take My Road -- 3.3 Sales-Driven: A Cruising Taxi -- 3.4 Market-Driven: Driven to Success -- 3.5 Summary -- Chapter 4: Product Management Team -- 4.1 Introduction -- 4.2 Your Role -- 4.3 Jack of All Roles, Master of None -- 4.4 Breaking It Down -- 4.5 Roles and Goals -- 4.6 Blackblot Product Management Team Model -- 4.7 Odd Couple(s) -- 4.8 Roles and Activities -- 4.9 Role Coupling Guidelines -- 4.10 Organizational Solution -- 4.11 Summary -- Chapter 5: Product Definition Team -- 5.1 Introduction -- 5.2 Key Concepts -- 5.3 Market Requirements -- 5.4 Blackblot Product Frames Model -- 5.5 Product Definition Foundation Documents -- 5.6 Blackblot Product Definition Team Model -- 5.7 Product Delivery Process -- 5.8 Summary -- Chapter 6: Crafting Market Requirements -- 6.1 Introduction -- 6.2 Voice Of the Customer -- 6.3 Market Requirements Document -- 6.4 Blackblot Procedural Requirements Management Model -- 6.5 Directive -- 6.6 Constraints -- 6.7 Rationales and Sources -- 6.8 Presentment Modes -- 6.9 Complete Structure -- 6.10 Verifying Wholeness -- 6.11 Market Requirements and Engineering -- 6.12 Market Requirements Database -- 6.13 Summary -- Chapter 7: Concept of Marketing -- 7.1 Introduction -- 7.2 Business Domains -- 7.3 Marketing Domain -- 7.4 Marketing Domain Disciplines -- 7.5 Blackblot Marketing Model -- 7.6 Product Marketing Methods.
7.7 Corporate Marketing Methods -- 7.8 Marketing Communications Methods -- 7.9 Corporate Organizational Structures -- 7.10 Marketing and Strategies -- 7.11 Marketing and Plans -- 7.12 Summary -- Chapter 8: Value-Marketing Model -- 8.1 Introduction -- 8.2 Value Concept -- 8.3 Value Formula Scale -- 8.4 Value Concept Application -- 8.5 Internal Value Marketing Dynamics -- 8.6 External Value Marketing Dynamics -- 8.7 Creating Superior Perceived Value -- 8.8 Product Marketing Messages -- 8.9 Value Messages´ Foundational Knowledge -- 8.10 PMTK Market Messaging Model -- 8.11 PMTK Marketing Messages Model and Plan -- 8.12 Summary -- Chapter 9: Extending Product Life Cycle Stages -- 9.1 Introduction -- 9.2 Product Life Cycle Model Assumptions -- 9.3 Product Life Cycle Model Stages -- 9.4 Reasons for Extending the PLC -- 9.5 Strategies for Extending the PLC -- 9.6 Product Planning Strategies for Extending the PLC -- 9.7 Product Marketing Strategies for Extending the PLC -- 9.8 Strategy Application Within the PLC Model -- 9.9 Limitations of the PLC Model -- 9.10 Benefits of the PLC Model -- 9.11 Summary -- Part II: Product Management Editorials -- Chapter 10: Defining Product Management -- 10.1 Outbound and Inbound Activities in Product Management -- 10.1.1 Introduction -- 10.1.2 Outbound and Inbound Activities -- 10.1.3 Summary -- 10.2 Product Management Organizational Placement -- 10.2.1 Introduction -- 10.2.2 History of Placement -- 10.2.3 Summary -- 10.3 Product Marketing Organizational Placement -- 10.3.1 Introduction -- 10.3.2 Organizational Placement Considerations -- 10.3.3 Summary -- 10.4 The Fallacy of Generalizing -- 10.4.1 Introduction -- 10.4.2 Product Manager Title -- 10.4.3 CEO of the Product -- 10.4.4 Summary -- 10.5 Misconceptions About Product Management -- 10.5.1 Introduction -- 10.5.2 A Flurry of Interpretations -- 10.5.3 Summary.
Chapter 11: Practicing Product Management -- 11.1 Maturity Model for Product Management -- 11.1.1 Introduction -- 11.1.2 Capability Maturity Model (CMM) -- 11.1.3 Gap Analysis and Performance Review -- 11.1.4 Summary -- 11.2 The Necessity of Product Management at Startups -- 11.2.1 Introduction -- 11.2.2 Product Management at Startups -- 11.2.3 Summary -- 11.3 A Primer to Market Segmentation -- 11.3.1 Introduction -- 11.3.2 Theory of Market Segmentation -- 11.3.3 Performing Market Segmentation -- 11.3.4 Summary -- 11.4 The Connection Between Market-Driven Product Management and Marketplace Success -- 11.4.1 Introduction -- 11.4.2 Roots in Tradition -- 11.4.3 Evolution of Technology Companies -- 11.4.4 Crossing the Revenue Chasm -- 11.4.5 Summary -- 11.5 An Algorithmic Model for Product Feature Prioritization -- 11.5.1 Introduction -- 11.5.2 Product Features -- 11.5.3 Product Feature Selection Process -- 11.5.4 Prioritization via an Algorithmic Model -- 11.5.5 Summary -- 11.6 The Importance of Having a Product Management Methodology -- 11.6.1 Introduction -- 11.6.2 Defining Methodology -- 11.6.3 Identifying a Sound Methodology -- 11.6.4 The Importance of Having a Product Management Methodology -- 11.7 Summary -- 11.8 Programmatic Tools for Product Management -- 11.8.1 Introduction -- 11.8.2 Programmatic Tools -- 11.8.3 Summary -- Chapter 12: Product Management Career -- 12.1 Mastering the Product Management Interview -- 12.1.1 Introduction -- 12.1.2 Product Management as the Talent Pool -- 12.1.3 Job Interview Concept -- 12.1.4 Domain Expertise and Functional Expertise -- 12.1.5 Modern Product Management Interview -- 12.1.6 Modern Product Management Interview Questions -- 12.1.7 Summary -- 12.2 Transitioning From a Technical Role to a Job in Product Management -- 12.2.1 Introduction -- 12.2.2 The Technical Role -- 12.2.3 Knowing the Objective.
12.2.4 Summary -- 12.3 Product Management Training: An Overview and Is It Worth It? -- 12.3.1 Introduction -- 12.3.2 Reasons for Training -- 12.3.3 Training Subject Matter -- 12.3.4 Vendor Offering -- 12.3.5 Training Experience -- 12.3.6 Curriculum Customization -- 12.3.7 Self-Study -- 12.3.8 Summary -- 12.4 Product Management Certifications: A Bit of History and Are They Worth It? -- 12.4.1 Introduction -- 12.4.2 Early Market Dynamics -- 12.4.3 Past Lessons Learned -- 12.4.4 Being Certified has Some Value -- 12.4.5 Summary -- 12.5 The Future of Product Management is in a Movement -- 12.5.1 Introduction -- 12.5.2 Orderly Ways -- 12.5.3 Lag in Product Management -- 12.5.4 Generalization and Trivialization -- 12.5.5 Quest for a Popular Movement -- 12.5.6 Summary -- Chapter 13: Agile Software Development -- 13.1 The Need for a New Breed of Agile -- 13.1.1 Introduction -- 13.1.2 A Brief Background to Agile -- 13.1.3 What Agile Is, What Agile Is Not -- 13.1.4 Scrum Software Development -- 13.1.5 It All Starts with Something Called the Product Backlog -- 13.1.6 The Three Roles in Scrum -- 13.1.7 The Product Owner Role in Scrum -- 13.1.8 Shaping the Future of Agile Methods -- 13.1.9 Summary -- 13.2 The McDonaldization of the Development Team -- 13.2.1 Introduction -- 13.2.2 The Industrial Revolution -- 13.2.3 The McDonald Way -- 13.2.4 The Scrum Development Team -- 13.2.5 Summary -- 13.3 Origins of the Product Manager vs Product Owner Dilemma -- 13.3.1 Introduction -- 13.3.2 Business Motivation for Faster Delivery -- 13.3.3 Timing Is Everything, the Agile Manifesto -- 13.3.4 The Rise of Scrum -- 13.3.5 The Impact on Product Management -- 13.3.6 The Impact on Software Companies -- 13.3.7 Summary -- Chapter 14: Ancillary to Product Management -- 14.1 Product Management to Product Development Ratio -- 14.1.1 Introduction -- 14.1.2 Estimation and Factors.
14.1.3 Summary -- 14.2 The Defining Role of the Product Architect -- 14.2.1 Introduction -- 14.2.2 Background -- 14.2.3 Gap in Product Delivery -- 14.2.4 Types of Architects -- 14.2.5 Product Architect Role Description -- 14.2.6 Product Architect Skill Set -- 14.2.7 Product Architect Role Overview Table -- 14.2.8 Summary -- 14.3 Program Manager Is the Product CEO -- 14.3.1 Introduction -- 14.3.2 Lockheed U-2 Aircraft -- 14.3.3 Microsoft at a Crossroads -- 14.3.4 Flurry of Combinations -- 14.3.5 Summary -- 14.4 The User eXperience (UX) Domain -- 14.4.1 Introduction -- 14.4.2 Fundamental Concepts -- 14.4.3 User Experience Roles -- 14.4.4 UX vs UI and Usability -- 14.4.5 User Experience Placement -- 14.4.6 User Experience and Blackblot PMTK Methodology -- 14.4.7 Summary -- Part III: Product Manager´s Toolkit (PMTK) -- Chapter 15: Blackblot PMTK Methodology Product Management Glossary -- 15.1 Blackblot PMTK Methodology Glossary -- Chapter 16: Blackblot PMTK Methodology Roles -- 16.1 Introduction -- 16.2 Key Definitions -- 16.3 Types of Expertise -- 16.4 Education and Mindset -- 16.5 Product Planner Role Description -- 16.6 Product Planner Role Skill Set -- 16.7 Product Planner Role Overview Table -- 16.8 Product Marketer Role Description -- 16.9 Product Marketer Role Skill Set -- 16.10 Product Marketer Role Overview Table -- 16.11 Product Architect Role Description -- 16.12 Product Architect Role Skill Set -- 16.13 Product Architect Role Overview Table -- 16.14 Sales Engineer Role Description -- 16.15 Sales Engineer Role Skill Set -- 16.16 Sales Engineer Role Overview Table -- 16.17 MarCom Manager Role Description -- 16.18 MarCom Manager Role Skill Set -- 16.19 MarCom Manager Role Overview Table -- 16.20 Director of Products Role Description -- 16.21 Director of Products Role Skill Set -- 16.22 Director of Products Role Overview Table.
Chapter 17: Blackblot PMTK Methodology Models.
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Item type Current location Call number URL Status Date due Barcode
Electronic Book UT Tyler Online
Online
HF4999.2-6182 (Browse shelf) http://ebookcentral.proquest.com/lib/uttyler/detail.action?docID=4860856 Available EBC4860856

Foreword -- Acknowledgments -- Contents -- About the Author -- Chapter 1: Introduction -- Part I: Product Management Concepts -- Chapter 2: Definition of Product Management -- 2.1 Introduction -- 2.2 User and Buyer -- 2.3 Core Disciplines -- 2.4 Concept of Product Management -- 2.5 Problem Space and Solution Space -- 2.6 Blackblot PMTK Methodology Foundation Rules -- 2.7 Adjusted for Reality -- 2.8 Summary -- Chapter 3: Product Delivery Strategies -- 3.1 Introduction -- 3.2 Technology-Driven: Take My Road -- 3.3 Sales-Driven: A Cruising Taxi -- 3.4 Market-Driven: Driven to Success -- 3.5 Summary -- Chapter 4: Product Management Team -- 4.1 Introduction -- 4.2 Your Role -- 4.3 Jack of All Roles, Master of None -- 4.4 Breaking It Down -- 4.5 Roles and Goals -- 4.6 Blackblot Product Management Team Model -- 4.7 Odd Couple(s) -- 4.8 Roles and Activities -- 4.9 Role Coupling Guidelines -- 4.10 Organizational Solution -- 4.11 Summary -- Chapter 5: Product Definition Team -- 5.1 Introduction -- 5.2 Key Concepts -- 5.3 Market Requirements -- 5.4 Blackblot Product Frames Model -- 5.5 Product Definition Foundation Documents -- 5.6 Blackblot Product Definition Team Model -- 5.7 Product Delivery Process -- 5.8 Summary -- Chapter 6: Crafting Market Requirements -- 6.1 Introduction -- 6.2 Voice Of the Customer -- 6.3 Market Requirements Document -- 6.4 Blackblot Procedural Requirements Management Model -- 6.5 Directive -- 6.6 Constraints -- 6.7 Rationales and Sources -- 6.8 Presentment Modes -- 6.9 Complete Structure -- 6.10 Verifying Wholeness -- 6.11 Market Requirements and Engineering -- 6.12 Market Requirements Database -- 6.13 Summary -- Chapter 7: Concept of Marketing -- 7.1 Introduction -- 7.2 Business Domains -- 7.3 Marketing Domain -- 7.4 Marketing Domain Disciplines -- 7.5 Blackblot Marketing Model -- 7.6 Product Marketing Methods.

7.7 Corporate Marketing Methods -- 7.8 Marketing Communications Methods -- 7.9 Corporate Organizational Structures -- 7.10 Marketing and Strategies -- 7.11 Marketing and Plans -- 7.12 Summary -- Chapter 8: Value-Marketing Model -- 8.1 Introduction -- 8.2 Value Concept -- 8.3 Value Formula Scale -- 8.4 Value Concept Application -- 8.5 Internal Value Marketing Dynamics -- 8.6 External Value Marketing Dynamics -- 8.7 Creating Superior Perceived Value -- 8.8 Product Marketing Messages -- 8.9 Value Messages´ Foundational Knowledge -- 8.10 PMTK Market Messaging Model -- 8.11 PMTK Marketing Messages Model and Plan -- 8.12 Summary -- Chapter 9: Extending Product Life Cycle Stages -- 9.1 Introduction -- 9.2 Product Life Cycle Model Assumptions -- 9.3 Product Life Cycle Model Stages -- 9.4 Reasons for Extending the PLC -- 9.5 Strategies for Extending the PLC -- 9.6 Product Planning Strategies for Extending the PLC -- 9.7 Product Marketing Strategies for Extending the PLC -- 9.8 Strategy Application Within the PLC Model -- 9.9 Limitations of the PLC Model -- 9.10 Benefits of the PLC Model -- 9.11 Summary -- Part II: Product Management Editorials -- Chapter 10: Defining Product Management -- 10.1 Outbound and Inbound Activities in Product Management -- 10.1.1 Introduction -- 10.1.2 Outbound and Inbound Activities -- 10.1.3 Summary -- 10.2 Product Management Organizational Placement -- 10.2.1 Introduction -- 10.2.2 History of Placement -- 10.2.3 Summary -- 10.3 Product Marketing Organizational Placement -- 10.3.1 Introduction -- 10.3.2 Organizational Placement Considerations -- 10.3.3 Summary -- 10.4 The Fallacy of Generalizing -- 10.4.1 Introduction -- 10.4.2 Product Manager Title -- 10.4.3 CEO of the Product -- 10.4.4 Summary -- 10.5 Misconceptions About Product Management -- 10.5.1 Introduction -- 10.5.2 A Flurry of Interpretations -- 10.5.3 Summary.

Chapter 11: Practicing Product Management -- 11.1 Maturity Model for Product Management -- 11.1.1 Introduction -- 11.1.2 Capability Maturity Model (CMM) -- 11.1.3 Gap Analysis and Performance Review -- 11.1.4 Summary -- 11.2 The Necessity of Product Management at Startups -- 11.2.1 Introduction -- 11.2.2 Product Management at Startups -- 11.2.3 Summary -- 11.3 A Primer to Market Segmentation -- 11.3.1 Introduction -- 11.3.2 Theory of Market Segmentation -- 11.3.3 Performing Market Segmentation -- 11.3.4 Summary -- 11.4 The Connection Between Market-Driven Product Management and Marketplace Success -- 11.4.1 Introduction -- 11.4.2 Roots in Tradition -- 11.4.3 Evolution of Technology Companies -- 11.4.4 Crossing the Revenue Chasm -- 11.4.5 Summary -- 11.5 An Algorithmic Model for Product Feature Prioritization -- 11.5.1 Introduction -- 11.5.2 Product Features -- 11.5.3 Product Feature Selection Process -- 11.5.4 Prioritization via an Algorithmic Model -- 11.5.5 Summary -- 11.6 The Importance of Having a Product Management Methodology -- 11.6.1 Introduction -- 11.6.2 Defining Methodology -- 11.6.3 Identifying a Sound Methodology -- 11.6.4 The Importance of Having a Product Management Methodology -- 11.7 Summary -- 11.8 Programmatic Tools for Product Management -- 11.8.1 Introduction -- 11.8.2 Programmatic Tools -- 11.8.3 Summary -- Chapter 12: Product Management Career -- 12.1 Mastering the Product Management Interview -- 12.1.1 Introduction -- 12.1.2 Product Management as the Talent Pool -- 12.1.3 Job Interview Concept -- 12.1.4 Domain Expertise and Functional Expertise -- 12.1.5 Modern Product Management Interview -- 12.1.6 Modern Product Management Interview Questions -- 12.1.7 Summary -- 12.2 Transitioning From a Technical Role to a Job in Product Management -- 12.2.1 Introduction -- 12.2.2 The Technical Role -- 12.2.3 Knowing the Objective.

12.2.4 Summary -- 12.3 Product Management Training: An Overview and Is It Worth It? -- 12.3.1 Introduction -- 12.3.2 Reasons for Training -- 12.3.3 Training Subject Matter -- 12.3.4 Vendor Offering -- 12.3.5 Training Experience -- 12.3.6 Curriculum Customization -- 12.3.7 Self-Study -- 12.3.8 Summary -- 12.4 Product Management Certifications: A Bit of History and Are They Worth It? -- 12.4.1 Introduction -- 12.4.2 Early Market Dynamics -- 12.4.3 Past Lessons Learned -- 12.4.4 Being Certified has Some Value -- 12.4.5 Summary -- 12.5 The Future of Product Management is in a Movement -- 12.5.1 Introduction -- 12.5.2 Orderly Ways -- 12.5.3 Lag in Product Management -- 12.5.4 Generalization and Trivialization -- 12.5.5 Quest for a Popular Movement -- 12.5.6 Summary -- Chapter 13: Agile Software Development -- 13.1 The Need for a New Breed of Agile -- 13.1.1 Introduction -- 13.1.2 A Brief Background to Agile -- 13.1.3 What Agile Is, What Agile Is Not -- 13.1.4 Scrum Software Development -- 13.1.5 It All Starts with Something Called the Product Backlog -- 13.1.6 The Three Roles in Scrum -- 13.1.7 The Product Owner Role in Scrum -- 13.1.8 Shaping the Future of Agile Methods -- 13.1.9 Summary -- 13.2 The McDonaldization of the Development Team -- 13.2.1 Introduction -- 13.2.2 The Industrial Revolution -- 13.2.3 The McDonald Way -- 13.2.4 The Scrum Development Team -- 13.2.5 Summary -- 13.3 Origins of the Product Manager vs Product Owner Dilemma -- 13.3.1 Introduction -- 13.3.2 Business Motivation for Faster Delivery -- 13.3.3 Timing Is Everything, the Agile Manifesto -- 13.3.4 The Rise of Scrum -- 13.3.5 The Impact on Product Management -- 13.3.6 The Impact on Software Companies -- 13.3.7 Summary -- Chapter 14: Ancillary to Product Management -- 14.1 Product Management to Product Development Ratio -- 14.1.1 Introduction -- 14.1.2 Estimation and Factors.

14.1.3 Summary -- 14.2 The Defining Role of the Product Architect -- 14.2.1 Introduction -- 14.2.2 Background -- 14.2.3 Gap in Product Delivery -- 14.2.4 Types of Architects -- 14.2.5 Product Architect Role Description -- 14.2.6 Product Architect Skill Set -- 14.2.7 Product Architect Role Overview Table -- 14.2.8 Summary -- 14.3 Program Manager Is the Product CEO -- 14.3.1 Introduction -- 14.3.2 Lockheed U-2 Aircraft -- 14.3.3 Microsoft at a Crossroads -- 14.3.4 Flurry of Combinations -- 14.3.5 Summary -- 14.4 The User eXperience (UX) Domain -- 14.4.1 Introduction -- 14.4.2 Fundamental Concepts -- 14.4.3 User Experience Roles -- 14.4.4 UX vs UI and Usability -- 14.4.5 User Experience Placement -- 14.4.6 User Experience and Blackblot PMTK Methodology -- 14.4.7 Summary -- Part III: Product Manager´s Toolkit (PMTK) -- Chapter 15: Blackblot PMTK Methodology Product Management Glossary -- 15.1 Blackblot PMTK Methodology Glossary -- Chapter 16: Blackblot PMTK Methodology Roles -- 16.1 Introduction -- 16.2 Key Definitions -- 16.3 Types of Expertise -- 16.4 Education and Mindset -- 16.5 Product Planner Role Description -- 16.6 Product Planner Role Skill Set -- 16.7 Product Planner Role Overview Table -- 16.8 Product Marketer Role Description -- 16.9 Product Marketer Role Skill Set -- 16.10 Product Marketer Role Overview Table -- 16.11 Product Architect Role Description -- 16.12 Product Architect Role Skill Set -- 16.13 Product Architect Role Overview Table -- 16.14 Sales Engineer Role Description -- 16.15 Sales Engineer Role Skill Set -- 16.16 Sales Engineer Role Overview Table -- 16.17 MarCom Manager Role Description -- 16.18 MarCom Manager Role Skill Set -- 16.19 MarCom Manager Role Overview Table -- 16.20 Director of Products Role Description -- 16.21 Director of Products Role Skill Set -- 16.22 Director of Products Role Overview Table.

Chapter 17: Blackblot PMTK Methodology Models.

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