Product Management
Product Management
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Product Management

Last updated on 2019-10-15

About the Book

Taking care of a digital product is a task that requires diverse knowledge, such as: dealing with customer pressure, the development team wishes, and the sales team needs. But how to negotiate the product scope and terms? What should be developed first in the roadmap for my product? How to increase user retention? These and several other issues pursue product managers in their day-to-day.

 

In this book, Joaquim Torres answers these questions and shows the day-to-day work of a product manager, presenting all the concepts necessary for anyone who wants to build and manage successful digital products.

Thinking about many digital product issues, some companies that are considered experts on software development began to adopt a new expertise in its software development process, Digital Product Management. This role aims to ensure that software being developed meets the objectives of its owner while it also meets the needs of its users.

 

In addition, a person in this role has to consider all aspects of software development. Some agile methodologies such as Scrum, have the role of the Product Owner, whose main responsibility is to prioritize items to be developed. In a way, this is what a Digital Product Manager does, but there's more to be covered by this role.

 

That's what we'll talk about in this book. :-)

About the Authors

Joaquim Torres (Joca)
Joaquim Torres (Joca)

Accomplished technologist and manager with a unique ability to bridge the gap between the technical world and customers needs. Almost 30 years of experience in digital product development and management.

Paulo Caroli
Paulo Caroli

Principal consultant at Thoughtworks Brazil and co-founder of AgileBrazil,  Paulo Caroli has over twenty years of experience in software development, passing in various corporations in Brazil, India, USA and Latin America. In 2000, he met the Extreme Programming and since then has focused its expertise in processes and practices of Agile & Lean. He joined ThoughtWorks in 2006 and held the positions of Agile Coach, Trainer and Project Manager. He received a Bachelor of Computer Science and MS in Software Engineering, both from PUC–Rio.

Paulo Caroli is a man who is passionate about innovation, entrepreneurship, and digital products. He is a software engineer, an author, an editor, a speaker and a successful facilitator.

Bundles that include this book

Lean Inception
The Lean Product Guide
Product Management
$69.97
Suggested Price
$21.97
Bundle Price

Table of Contents

  •  
    • About the book
      • Why does this happen?
      • Digital product management
      • Who will benefit from reading this book?
      • Book structure
    • About the author - Joaquim Torres (Joca)
      • What is your purpose?
    • Acknowledgments
    • Preface to the 2nd edition
      • About Paulo Silveira
    • Preface to the 3rd edition
      • About Paulo Caroli
    • Changelog
  • Definitions and requirements
    • What is a digital product?
      • Digital or traditional?
      • Product or platform?
      • What are platforms?
    • What is digital product management?
      • Aligning company strategy with customer needs
      • The core team for developing software products
      • What is the difference between managing a product and a platform?
      • Closing
    • Product manager or product owner?
      • Definitions
      • So they are different roles?
      • What to do if your company has product managers and product owners?
      • BA, PO and PM
    • Main characteristics of a product manager
    • Leadership tips for product managers
      • Set the context
      • Remove obstacles
      • Closing
    • Leading product managers
      • So what does a product manager manager do?
    • Organizational culture
      • Don’t waste time looking for culprits
      • War
      • Air, food and profit
      • Closing
  • Lifecycle of a software product
    • How does the lifecycle of a software product work?
      • The chasm
    • Innovation: what is it?
      • Of course clients know what they want!
    • Innovation: Focus on the problem
      • Interview
      • Survey
      • Observation
      • Closing
    • Innovation: the job to be done
      • The “job to be done” market research
      • Understanding problems and their context
    • Innovation: a lot of opportunities
      • How many opportunities to pursue at the same time?
      • New Opportunities vs. existing product improvements
      • Validating opportunities
    • Innovation: How to get return on the investment on building a digital product?
      • What are the costs of developing, distributing and operating software?
      • Digital Product Revenue Types
      • Payment Types for Digital Product Use
      • Getting Return from a Platform
      • Concluding
    • Innovation: next steps
      • Startup Guide
      • More Reading Suggestions
    • Growth: feedback
      • Dealing with user feedbacks
      • Example of hurry to act due to feedback
      • Crossing the chasm
    • Growth: what is a roadmap?
      • How frequently should I update the roadmap?
      • 12-month rolling roadmaps
      • Should I keep a secret about my roadmap?
      • Cone of uncertainty
      • How to build a roadmap?
      • Putting everything into one image
      • Roadmap = motivation + metrics
      • OKRs, the future of product roadmaps
      • OKRs or Roadmaps?
      • Detailing versus audience
      • Roadmap or backlog?
    • Growth: how to prioritize the roadmap?
      • Value versus effort
      • Kano Model Analysis
      • RICE
      • Feature Sequencer
      • Product tree
      • Buy your features
      • UserVoice
      • The one you remember first
      • The best prioritization technique
      • What to do with special requests?
      • Dealing with B2B customers’ special requests
    • Growth: be a “data geek”
      • Which data is important?
      • Conversion funnel
    • Engagement and churn
      • Engagement
      • Churn
      • Data science, machine learning and product management
    • Growth: financial metrics
      • Global numbers: revenue and costs
      • Individual numbers: CAC, LT and LTV
      • Revenue churn
    • Growth: the loyalty metric
      • NPS – Net Promoter Score
      • Closing the loop: from information to action
      • Tip: internal NPS
    • Growth: thoughts on metrics
      • Data-driven
      • Data-informed
      • A little bit on A/B tests
      • Analysis paralysis
      • Final thoughts
    • What is and how to create the product vision and strategy?
      • What is product vision and why do we need it?
      • Creating the Product Vision
      • Product Vision examples
      • Product Strategy
      • Your product evolves, your vision and strategy too!
      • Summing up
    • Growth: Putting it all together – vision, strategy, roadmap and OKRs
      • Final thoughts
    • Maturity
      • Why does it happen?
      • When it happens?
      • Summing up
      • Next phase
    • End of life
      • End of life by unscheduled maturity
      • End of life by not crossing the chasm
      • End of life by scheduled maturity
      • Concluding
    • What is the difference between startup and product management?
      • Startup
      • Software Product Management
      • Concluding
  • Relationship with other areas
    • Product engineering and product management
      • Definition
      • Innovation
      • Practical Tips for Product Managers
      • We can’t stand it, we need to rewrite everything…
      • Oh, and there’s one more thing!
    • UX and product management
      • What is UX?
      • UX in Product Development Process
      • What else do UX people do?
      • What is the relationship between UX and product management?
      • Oh, and there’s one more thing!
    • What is the difference between product marketing and product management?
      • Product Management
      • Product Marketing
      • Product Marketing and Product Management
      • Shared Metrics
      • Concluding
    • What is the difference between project management and product management?
      • So managing projects and products are two distinct functions?
      • And how do agile methodologies view these functions?
      • And in real life?
    • What about the other areas?
      • Operations
      • Customer support
      • Legal
      • Sales
      • Finance
      • Human Resources
      • Administrative
      • Summing up
    • Defining Responsibilities
      • RASCI
      • How to use?
  • Product Portfolio Management
    • Are you thinking about your new product? No? So you are already late
      • Why do these companies use this strategy of portfolio diversification and new markets?
      • The Abyss
      • Concluding
    • How to diversify your product portfolio?
      • New Markets
      • New products
      • How to expand a marketplace?
      • Expanding the marketplace
    • How to manage a product portfolio?
      • The BCG Matrix
      • Effort allocation and investment
      • Practical examples
      • Concluding
    • Focus or diversification?
      • So what is the best strategy?
      • So a single product company will…
      • Feature lifecycle
      • Concluding
    • Organizing for focus and diversification
      • How to organize big teams?
      • About QA (and Front End and BA)
      • Concluding
    • How to quadruple productivity
      • How did we achieve this?
      • There is indeed a silver bullet!
      • Summing up
  • Where to use digital product management
    • What type of company needs a product manager?
      • Companies Developing Non-Online Software
      • Companies that don’t have software development as their core business
      • Companies that develop software on demand
      • Concluding
    • What if we stop treating software development as a project?
      • ThoughtWorks finally moves “products over projects” from trial to adopt
    • The IT problem
      • Software development
      • The IT Problem
      • A Possible IT Solution
      • Using Business Manager in Practice
      • ThoughtWorks suggests “applying product management to internal platforms”
      • The fallacy of the internal customer
    • Where is software product management in a company?
      • Companies that develop and sell digital products
      • Startups
      • How does a product manager gain more autonomy?
      • Companies that don’t have software development as their core business
      • Companies that develop software on demand
      • Concluding
    • Conclusion
      • To recap
      • Next steps
      • What does it take to be a good software product manager?
      • How to make a career change to product management?
      • If you are to save a single thing from this book…
      • Shall we continue the conversation?
  • Notes

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