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by Mangalam Nandakumar
Lean Product Management
Lean Product Management
Table of Contents
Lean Product Management
Why subscribe?
Why subscribe?
PacktPub.com
Contributors
About the author
About the reviewer
Packt is Searching for Authors Like You
Preface
Who this book is for
What this book covers
Part 1 – Defining what to build, who we are building for, and why
Part 2 - Are we building the right product?
Part 3 - Are we building the product right?
To get the most out of this book
Download the color images
Get in touch
Reviews
I. Defining what to build, who we are building for, and why
1. Identify Key Business Outcomes
We are driven by purpose
Business context defines everything we do
What influences product success?
A business model
Case study
Defining business outcomes that the product can deliver (why?)
Defining the value proposition that the product will create for the customer (what?)
Defining the execution plan (how?)
Business constraints and market influence
Minimum Viable Product versus Impact Driven Product
Key Business Outcomes
Summary
2. Invest in Key Business Outcomes
Investments
Time-bound priorities for Key Business Outcomes
Trade-offs in time-bound planning
Investing in Key Business Outcomes
So how do we know which trade-offs are worth making?
How do we decide which learning, feedback, or customer insight is important?
Playing the Investment Game–what outcomes will the business bet on in the next one-to-two months?
Buy a Feature game
Summary
3. Identify the Solution and its Impact on Key Business Outcomes
Finding the right problem to solve
To build or not to build?
Creating an end-to-end view of the user and business (product/service) interaction
Estimating impact on Key Business Outcomes and derive value scores
Deriving value scores
Deriving value scores
Visualizing our priorities using a 2 × 2 matrix
Summary
4. Plan for Success
What does success mean to us?
Defining success metrics
Mismatch in expectations from technology
Cost of technical trade-offs
Defining technical success criteria
Summary
5. Identify the Impact Driven Product
Understanding product impact
The cost of creating an impactful product experience
Defining the Impact Driven Product
Value mapping
Deciding to build, buy, or not at all
The cost of a digital solution
Risks of not building something
The cost-impact matrix
Summary
II. Are we building the right product?
6. Managing the Scope of an Impact Driven Product
Are we there yet?
Faster is not always smarter
Minimum Viable Product (mvp)
Missing pieces in the mvp model
A brief time lapse on car making
So, what is the most impactful product?
Products for an unexplored market versus products for mature markets
How do we know if we have defined the right Impact Driven Product?
Validate market needs based on key business outcomes
Validating if customers will adopt our product
What is the smartest way to deliver impact?
Iterate on scope
Happy customers at every phase of the product
Summary
7. Track, Measure, and Review Customer Feedback
Why do well-made products fail?
Understanding customer context
Feedback blind spots
Types of customers
Understanding the perceived value of our product
What aspect of our product experience matters most?
Creating product loyalists
Knowing who the real user is
How and when to collect feedback?
External feedback channels
In-built feedback channels
Is the consumer ready to share feedback?
Summary
8. Tracking Our Progress
The need for gratification
Is our product working well for the customer?
Benchmarking
Metrics that validate or falsify success criteria
Contextual qualitative insights
Is our product working well for the business?
Delayed gratification
Summary
III. Are we building the product right?
9. Eliminate Waste – Don't Estimate!
Why do we need estimates?
Why can estimates not be accurate?
What should be the outcome of an estimation discussion?
Summary
10. Eliminate Waste – Don't Build What We Can Buy
Selling an idea
What got you here won't get you there
To build or not to build
Feature black holes that suck up a product team's time
Summary
11. Eliminate Waste – Data Versus Opinions
Defining the hypothesis
#1 – data we need before we build the feature idea
#2 – data we need after we launch a feature
The problem with data
Summary
12. Is Our Process Dragging Us Down?
Business and organization context
Reason #1 for process waste – striving for perfection
Reason #2 for process waste – striving for efficiency
Reason #3 for process waste – striving to maximize throughput
Solutions to eliminating process waste
Solution #1 – don't strive for perfection, instead set up outcome-driven timelines
Solution #2 – don't strive for efficiency, instead foster collaboration
Solution #3 – don't strive for throughput, instead restructure teams based on outcome-driven timelines
Summary
13. Team Empowerment
Tenets of lean software development
Decision making
Collaboration
Summary
Another Book You May Enjoy
Understanding Software
Leave a review - let other readers know what you think
Index
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Prev
Previous Chapter
Cover
Next
Next Chapter
Lean Product Management
Table of Contents
Lean Product Management
Why subscribe?
PacktPub.com
Contributors
About the author
About the reviewer
Packt is Searching for Authors Like You
Preface
Who this book is for
What this book covers
Part 1 – Defining what to build, who we are building for, and why
Part 2 - Are we building the right product?
Part 3 - Are we building the product right?
To get the most out of this book
Download the color images
Get in touch
Reviews
I. Defining what to build, who we are building for, and why
1. Identify Key Business Outcomes
We are driven by purpose
Business context defines everything we do
What influences product success?
A business model
Case study
Defining business outcomes that the product can deliver (why?)
Defining the value proposition that the product will create for the customer (what?)
Defining the execution plan (how?)
Business constraints and market influence
Minimum Viable Product versus Impact Driven Product
Key Business Outcomes
Summary
2. Invest in Key Business Outcomes
Investments
Time-bound priorities for Key Business Outcomes
Trade-offs in time-bound planning
Investing in Key Business Outcomes
So how do we know which trade-offs are worth making?
How do we decide which learning, feedback, or customer insight is important?
Playing the Investment Game–what outcomes will the business bet on in the next one-to-two months?
Buy a Feature game
Summary
3. Identify the Solution and its Impact on Key Business Outcomes
Finding the right problem to solve
To build or not to build?
Creating an end-to-end view of the user and business (product/service) interaction
Estimating impact on Key Business Outcomes and derive value scores
Deriving value scores
Visualizing our priorities using a 2 × 2 matrix
Summary
4. Plan for Success
What does success mean to us?
Defining success metrics
Mismatch in expectations from technology
Cost of technical trade-offs
Defining technical success criteria
Summary
5. Identify the Impact Driven Product
Understanding product impact
The cost of creating an impactful product experience
Defining the Impact Driven Product
Value mapping
Deciding to build, buy, or not at all
The cost of a digital solution
Risks of not building something
The cost-impact matrix
Summary
II. Are we building the right product?
6. Managing the Scope of an Impact Driven Product
Are we there yet?
Faster is not always smarter
Minimum Viable Product (mvp)
Missing pieces in the mvp model
A brief time lapse on car making
So, what is the most impactful product?
Products for an unexplored market versus products for mature markets
How do we know if we have defined the right Impact Driven Product?
Validate market needs based on key business outcomes
Validating if customers will adopt our product
What is the smartest way to deliver impact?
Iterate on scope
Happy customers at every phase of the product
Summary
7. Track, Measure, and Review Customer Feedback
Why do well-made products fail?
Understanding customer context
Feedback blind spots
Types of customers
Understanding the perceived value of our product
What aspect of our product experience matters most?
Creating product loyalists
Knowing who the real user is
How and when to collect feedback?
External feedback channels
In-built feedback channels
Is the consumer ready to share feedback?
Summary
8. Tracking Our Progress
The need for gratification
Is our product working well for the customer?
Benchmarking
Metrics that validate or falsify success criteria
Contextual qualitative insights
Is our product working well for the business?
Delayed gratification
Summary
III. Are we building the product right?
9. Eliminate Waste – Don't Estimate!
Why do we need estimates?
Why can estimates not be accurate?
What should be the outcome of an estimation discussion?
Summary
10. Eliminate Waste – Don't Build What We Can Buy
Selling an idea
What got you here won't get you there
To build or not to build
Feature black holes that suck up a product team's time
Summary
11. Eliminate Waste – Data Versus Opinions
Defining the hypothesis
#1 – data we need before we build the feature idea
#2 – data we need after we launch a feature
The problem with data
Summary
12. Is Our Process Dragging Us Down?
Business and organization context
Reason #1 for process waste – striving for perfection
Reason #2 for process waste – striving for efficiency
Reason #3 for process waste – striving to maximize throughput
Solutions to eliminating process waste
Solution #1 – don't strive for perfection, instead set up outcome-driven timelines
Solution #2 – don't strive for efficiency, instead foster collaboration
Solution #3 – don't strive for throughput, instead restructure teams based on outcome-driven timelines
Summary
13. Team Empowerment
Tenets of lean software development
Decision making
Collaboration
Summary
Another Book You May Enjoy
Understanding Software
Leave a review - let other readers know what you think
Index
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