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210123 ||| eng |
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|a 9781491973769
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|a HF5415.15
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|a Perri, Melissa
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| 245 |
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|a Escaping the build trap
|b how effective product management creates real value
|c Melissa Perri
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| 250 |
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|a First edition
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| 260 |
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|a Sebastopol, CA
|b O'Reilly Media
|c 2018
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| 300 |
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|a 1 online resource
|b illustrations
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|a Intro; Copyright; Table of Contents; Preface; Acknowledgments; Part I. The Build Trap; Chapter 1. The Value Exchange System; Chapter 2. Constraints on the Value Exchange System; Chapter 3. Projects Versus Products Versus Services; Chapter 4. The Product-Led Organization; Sales-Led; Visionary-Led; Technology-Led; Product-Led; Chapter 5. What We Know and What We Don't; Part II. The Role of the Product Manager; Chapter 6. Bad Product Manager Archetypes; The Mini-CEO; The Waiter; The Former Project Manager; Chapter 7. A Great Product Manager; Tech Expert Versus Market Expert
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|a A Great Product ManagerStart with Why; One Role, Many Responsibilities; Chapter 8. The Product Manager Career Path; Associate Product Manager; Product Manager; Senior Product Manager; Director of Product; VP of Product; Chief Product Officer; Chapter 9. Organizing Your Teams; Marquetly's Product Team; Part III. Strategy; Chapter 10. What Is Strategy?; Chapter 11. Strategic Gaps; The Knowledge Gap; The Alignment Gap; The Effects Gap; Autonomous Teams; Chapter 12. Creating a Good Strategic Framework; Strategy Deployment; Strategy Creation; Chapter 13. Company-Level Vision and Strategic Intents
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|a Chapter 25. Marquetly: The Product-Led CompanyAfterword: Escaping the Build Trap to Become Product-Led; Appendix A. Appendix: Six Questions to Determine Whether a Company Is Product-Led; Index; About the Author
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|a Company VisionStrategic Intents; Chapter 14. Product Vision and Portfolio; Product Vision; Product Portfolio; Part IV. Product Management Process; Chapter 15. The Product Kata; Context Matters; Chapter 16. Understanding the Direction and Setting Success Metrics; Product Metrics; Pirate Metrics; The HEART Framework; Setting Direction with Data; Chapter 17. Problem Exploration; Understanding the Problem; Users Don't Want an App; Breaking Down Barriers and Getting Creative; Validating the Problem; Chapter 18. Solution Exploration; Experimenting to Learn; Concierge; Wizard of Oz; Concept Testing
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|a When You Don't Need to Experiment RobustlyExperimenting in Complex Industries; Experimenting on Internal Products; Choosing the Right Solution at Marquetly; Chapter 19. Building and Optimizing Your Solution; Evolving the Product Vision; Prioritizing Work; The Real Definition of Done; Part V. The Product-Led Organization; Chapter 20. Outcome-Focused Communication; Cadences and Communication; Roadmaps and Sales Teams; Product Operations; Chapter 21. Rewards and Incentives; Chapter 22. Safety and Learning; Chapter 23. Budgeting; Chapter 24. Customer Centricity
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| 653 |
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|a BUSINESS & ECONOMICS / Management Science / bisacsh
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| 653 |
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|a Product management / fast
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| 653 |
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|a BUSINESS & ECONOMICS / Management / bisacsh
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| 653 |
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|a BUSINESS & ECONOMICS / Organizational Behavior / bisacsh
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| 653 |
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|a Customer relations / Management / http://id.loc.gov/authorities/subjects/sh2007005453
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| 653 |
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|a Product management / http://id.loc.gov/authorities/subjects/sh85107203
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| 653 |
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|a Customer relations / Management / fast
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| 653 |
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|a Produits commerciaux / Gestion
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| 653 |
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|a BUSINESS & ECONOMICS / Industrial Management / bisacsh
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| 041 |
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|a eng
|2 ISO 639-2
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| 989 |
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|b OREILLY
|a O'Reilly
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| 500 |
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|a Includes index
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| 776 |
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|z 149197379X
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| 776 |
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|z 9781491973790
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| 776 |
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|z 9781491973769
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| 776 |
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|z 1491973765
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| 856 |
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|u https://learning.oreilly.com/library/view/~/9781491973783/?ar
|x Verlag
|3 Volltext
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|a 658
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|a 500
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|a 658.812
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|a 302.3
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|a 670
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|a 300
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|a 658.5
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|a 330
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|a "To stay competitive in today's market, organizations need to adopt a culture of customer-centric practices that focus on outcomes rather than outputs. Companies that live and die by outputs often fall into the "build trap," cranking out features to meet their schedule rather than the customer's needs. In this book, Melissa Perri explains how laying the foundation for great product management can help companies solve real customer problems while achieving business goals. By understanding how to communicate and collaborate within a company structure, you can create a product culture that benefits both the business and the customer. You'll learn product management principles that can be applied to any organization, big or small." -- descriptive page
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