Index
C
- change the rules principle, Organization-Research, What you might do, The Wonderful, Horrible Truth About Agile
- characteristics (see skills and characteristics)
- checklists
- Agile, Your Checklist:
- best practices, Your Checklist:
- communication, Your Checklist:
- curiosity, Summary: Curiosity Is Key
- data-driven product management, Your Checklist:
- product management skills, Your Checklist:
- product manager role, Your Checklist:, Your Checklist:
- roadmaps and prioritization, Your Checklist:
- senior stakeholders, working with, Your Checklist:
- users, communicating with, Your Checklist:
- using, “Your Checklist”
- Cheng, Lulu ("Getting to Technical Enough as a Product Manager"), …But What About “Hard Skills”?, Articles and Blog Posts Cited in This Book
- clarity over comfort principle, Communication, One Weird Trick for Better Meetings: Disagree and Commit, Accounting for Different Communication Styles, Don’t Hide Your Assumptions—Document Them!, From Manifesto to Monster
- CLEAR (Collaborative, Limited, Emotional, Appreciable, Refinable) goals, SMART Goals, CLEAR Goals, OKRs, and so on
- Cockburn, Alistair ("Rediscovering the Heart of Agile"), Using Alistair Cockburn’s “Heart of Agile” to Bridge Values and Practices, Articles and Blog Posts Cited in This Book
- Cohen, Allan R. (Influence Without Authority), A Reading List for Expanding Your Product Management Practice
- Collins, Jim (Good to Great), A Reading List for Expanding Your Product Management Practice
- commitment
- communication, Communication
- (see also clarity over comfort principle; CORE skill model; meetings)
- consensus, One Weird Trick for Better Meetings: Disagree and Commit-One Weird Trick for Better Meetings: Disagree and Commit
- of data, The Trouble with the “D” Word-Don’t Hide Your Assumptions—Document Them!, Keeping It Accessible-Keeping It Accessible
- different styles of, allowing for, Accounting for Different Communication Styles-Accounting for Different Communication Styles
- directness of, Don’t Deflect, Be Direct-Don’t Deflect, Be Direct
- with distributed teams, Working with Distributed Teams-Working with Distributed Teams
- documenting decisions made, Working with Distributed Teams
- example scenarios of, Egregious Overcommunication in Practice: Three Common Communication Scenarios for Product Managers-Patterns and traps to avoid:
- informal, making space for, Creating and Protecting Space for Informal Communication-Creating and Protecting Space for Informal Communication
- leveling up, compared to zooming in, Leveling Up Versus Zooming In, or Another Way to “Why”-Leveling Up Versus Zooming In, or Another Way to “Why”
- overcommunication, benefits of,
The Art of Egregious Overcommunication-Asking the Obvious, Summary: When in Doubt…
- phone calls, when needed, Working with Distributed Teams
- with senior stakeholders, Managing Up for Clarity at All Costs-Managing Up for Clarity at All Costs, No Alarms and No Surprises-Your Checklist:
- user-centric, Staying User-Centric in a World of Company Politics-Staying User-Centric in a World of Company Politics
- with users, Talking to Users (Or, “What’s a Poker Game?”)-Your Checklist:
- confrontation-averse communicators, Accounting for Different Communication Styles
- connective skills
- Agile reinforcing, The Wonderful, Horrible Truth About Agile
- CORE skill model for, The CORE Skills of Product Management: Communication, Organization, Research, and Execution-Execution, Your Checklist:
- defining product managers by, Who This Book Is For-How This Book Is Organized, Carrying the Weight of the World
- hard skills required for, …But What About “Hard Skills”?-…But What About “Hard Skills”?
- in hybrid model, The “Hybrid” Model: UX/Tech/Business
- identifying in candidates, What Is the Profile of a Great Product Manager?
- in large organizations, Taking a Genuine Interest-Cultivating a Growth Mindset
- quantifying, What Is the Profile of a Bad Product Manager?
- consensus, One Weird Trick for Better Meetings: Disagree and Commit-One Weird Trick for Better Meetings: Disagree and Commit
- contact information for this book, How to Contact Us
- CORE skill model, The CORE Skills of Product Management: Communication, Organization, Research, and Execution-Execution, Your Checklist:
- (see also communication)
- change the rules principle, Organization-Research, What you might do, The Wonderful, Horrible Truth About Agile
- clarity over comfort principle, Communication, One Weird Trick for Better Meetings: Disagree and Commit, Accounting for Different Communication Styles, Don’t Hide Your Assumptions—Document Them!, From Manifesto to Monster
- living in user's reality principle, Research-Execution, Staying User-Centric in a World of Company Politics-Staying User-Centric in a World of Company Politics, Stakeholders and Users Are Different, Summary: No, Seriously, You Need to Learn How to Talk to Users, “Data, Take the Wheel!”
- no work beneath or above principle, Execution, Managing Up for Clarity at All Costs
- critical thinking, Research
- (see also research skills)
- Croll, Alistair (Lean Analytics), A Reading List for Expanding Your Product Management Practice
- Crucial Conversations (Switzler, McMillan, Grenny, and Patterson), A Reading List for Expanding Your Product Management Practice
- curiosity
D
- daily standup meeting, Four Steps to Future-Proof Agile
- data
- accessibility of, Keeping It Accessible-Keeping It Accessible
- accountability for results of, From “Accountability” to Action-From “Accountability” to Action
- assumptions about, documenting, Don’t Hide Your Assumptions—Document Them!-Don’t Hide Your Assumptions—Document Them!
- communicating, The Trouble with the “D” Word-Don’t Hide Your Assumptions—Document Them!, Keeping It Accessible-Keeping It Accessible
- most important metrics, identifying, Focusing on Metrics That Matter-Focusing on Metrics That Matter
- OQP (Obfuscating Quantitative Proxies), Acknowledging the Limitations of Obfuscating Quantitative Proxies-Acknowledging the Limitations of Obfuscating Quantitative Proxies
- reasons for results of, determining, “Up and to the Right” Is a Signal, Not a Strategy
- testing hypotheses with, Focusing on Metrics That Matter
- usefulness of, “Data, Take the Wheel!”-The Trouble with the “D” Word
- Data Science for Business (Fawcett and Provost), A Reading List for Expanding Your Product Management Practice
- designers, Scenario Two-…And a bonus question, Yes, You Need to Learn How to Talk to Users
- developers, Scenario One-Patterns and traps to avoid, Scenario Three-Patterns and traps to avoid:
- (see also Nostalgic Engineer; team)
- Dewar, Michael ("Recommendation Engines Aren't for Maximising Metrics"), Keeping It Accessible, Articles and Blog Posts Cited in This Book
- disagree and commit technique, One Weird Trick for Better Meetings: Disagree and Commit-One Weird Trick for Better Meetings: Disagree and Commit
- distributed teams, communication with, Working with Distributed Teams-Working with Distributed Teams
- documentation
- Dweck, Carol (Mindset: The New Psychology of Success), A Reading List for Expanding Your Product Management Practice
G
- Galford, Robert M. (The Trusted Advisor), A Reading List for Expanding Your Product Management Practice
- GanapathyRaj, Pradeep (Yammer), The Practice of Product Management
- "Getting to Technical Enough as a Product Manager" (Cheng), …But What About “Hard Skills”?, Articles and Blog Posts Cited in This Book
- goals and strategy
- best practices based on, Goals First, Then Practices-Summary: A Place to Start, Not a Guarantee
- CLEAR goals, SMART Goals, CLEAR Goals, OKRs, and so on
- metrics based on, Focusing on Metrics That Matter
- OKRs framework for, SMART Goals, CLEAR Goals, OKRs, and so on-SMART Goals, CLEAR Goals, OKRs, and so on, Prioritization in Practice: Same Features, Different Goals-Prioritization in Practice: Same Features, Different Goals
- of others outside your team, Cultivating a Growth Mindset-The Gift of Being Wrong
- prioritization based on, Wait, You Mean We Actually Have to Build This Now?-Taking Your Goals for a Test Drive, Prioritization in Practice: Same Features, Different Goals-Prioritization in Practice: Same Features, Different Goals
- product specs aligned with, Structure and Facilitate Ideas for the Roadmap, Don’t Own Them, Your Product Spec Is Not Your Product
- pushing for clarity regarding, Managing Up for Clarity at All Costs-Managing Up for Clarity at All Costs
- shared, What Is the Profile of a Bad Product Manager?-What Is the Profile of a Bad Product Manager?
- SMART goals, SMART Goals, CLEAR Goals, OKRs, and so on
- structuring, SMART Goals, CLEAR Goals, OKRs, and so on-SMART Goals, CLEAR Goals, OKRs, and so on
- testing, Taking Your Goals for a Test Drive
- user needs connected to, Staying User-Centric in a World of Company Politics-Staying User-Centric in a World of Company Politics
- "Good Product Manager, Bad Product Manager" (Horowitz), Asking the Obvious, Articles and Blog Posts Cited in This Book
- Good to Great (Collins), A Reading List for Expanding Your Product Management Practice
- Green, Charles H. (The Trusted Advisor), A Reading List for Expanding Your Product Management Practice
- Grenny, Joseph (Crucial Conversations), A Reading List for Expanding Your Product Management Practice
- growth mindset, Cultivating a Growth Mindset-The Gift of Being Wrong
H
- Hall, Erika (Just Enough Research), Research, A Reading List for Expanding Your Product Management Practice
- hard skills, The “Hybrid” Model: UX/Tech/Business, …But What About “Hard Skills”?-Summary: Changing the Conversation About Product Management, Taking a Genuine Interest
- Hero Product Manager, What Is the Profile of a Bad Product Manager?
- Horowitz, Ben ("Good Product Manager, Bad Product Manager"), Asking the Obvious, Articles and Blog Posts Cited in This Book
- Hunt, Andy ("The Failure of Agile"), From Manifesto to Monster, Articles and Blog Posts Cited in This Book
- hybrid skill model, The “Hybrid” Model: UX/Tech/Business-The “Hybrid” Model: UX/Tech/Business
L
- Lacey, Mitch (The Scrum Field Guide), A Reading List for Expanding Your Product Management Practice
- "Leading Cross Functional Teams" (Norton), Articles and Blog Posts Cited in This Book
- Lean Analytics (Yoskovitz and Croll), A Reading List for Expanding Your Product Management Practice
- Lencioni, Patrick (The Advantage: Why Organizational Health Trumps Everything Else in Business), A Reading List for Expanding Your Product Management Practice
- level in organization, What Is Product Management?-What Is Not Product Management?
- leveling up, Leveling Up Versus Zooming In, or Another Way to “Why”-Leveling Up Versus Zooming In, or Another Way to “Why”
- living in user's reality principle, Research-Execution, Staying User-Centric in a World of Company Politics-Staying User-Centric in a World of Company Politics, Stakeholders and Users Are Different, Summary: No, Seriously, You Need to Learn How to Talk to Users, “Data, Take the Wheel!”
O
- Obfuscating Quantitative Proxies (OQP), Acknowledging the Limitations of Obfuscating Quantitative Proxies-Acknowledging the Limitations of Obfuscating Quantitative Proxies
- OKRs (Objectives and Key Results) framework, SMART Goals, CLEAR Goals, OKRs, and so on-SMART Goals, CLEAR Goals, OKRs, and so on, Prioritization in Practice: Same Features, Different Goals-Prioritization in Practice: Same Features, Different Goals
- "One Metric That Matters" (from Lean Analytics), Focusing on Metrics That Matter, Acknowledging the Limitations of Obfuscating Quantitative Proxies
- "The One Number You Need to Grow" (Reichheld), Acknowledging the Limitations of Obfuscating Quantitative Proxies, Articles and Blog Posts Cited in This Book
- openness (see curiosity; growth mindset)
- OQP (Obfuscating Quantitative Proxies), Acknowledging the Limitations of Obfuscating Quantitative Proxies-Acknowledging the Limitations of Obfuscating Quantitative Proxies
- organization
- organization skills, Organization-Research
- (see also change the rules principle; CORE skill model)
P
- Patterson, Kerry (Crucial Conversations), A Reading List for Expanding Your Product Management Practice
- personas, user, Yes, You Need to Learn How to Talk to Users
- planning (see prioritization; product specifications; roadmaps)
- poker game
- asking how to play (see users: communication with)
- throwing (see senior stakeholders)
- prioritization
- processes
- "Product Management for the Enterprise" (Reeves), Articles and Blog Posts Cited in This Book
- product managers
- Product Martyr, What Is the Profile of a Bad Product Manager?
- product owner, Who This Book Is For
- product specifications, Your Product Spec Is Not Your Product-Your Product Spec Is Not Your Product
- program manager, Who This Book Is For
- project manager, Who This Book Is For
- prototypes
- Provost, Foster (Data Science for Business), A Reading List for Expanding Your Product Management Practice
R
- Radical Focus (Wodtke), SMART Goals, CLEAR Goals, OKRs, and so on, A Reading List for Expanding Your Product Management Practice
- reading lists (see resources)
- "Recommendation Engines Aren't for Maximising Metrics" (Dewar), Keeping It Accessible, Articles and Blog Posts Cited in This Book
- "Rediscovering the Heart of Agile" (Cockburn), Using Alistair Cockburn’s “Heart of Agile” to Bridge Values and Practices, Articles and Blog Posts Cited in This Book
- Reeves, Blair ("Product Management for the Enterprise"), Articles and Blog Posts Cited in This Book
- Reichheld, Frederick F. ("The One Number You Need to Grow"), Acknowledging the Limitations of Obfuscating Quantitative Proxies, Articles and Blog Posts Cited in This Book
- remote teams (see distributed teams)
- research skills, Research-Execution
- (see also CORE skill model; living in user's reality principle)
- resources, How to Contact Us, A Reading List for Expanding Your Product Management Practice-A Reading List for Expanding Your Product Management Practice, Articles and Blog Posts Cited in This Book
- The Advantage: Why Organizational Health Trumps Everything Else in Business (Lencioni), A Reading List for Expanding Your Product Management Practice
- Crucial Conversations (Switzler, McMillan, Grenny, and Patterson), A Reading List for Expanding Your Product Management Practice
- Data Science for Business (Fawcett and Provost), A Reading List for Expanding Your Product Management Practice
- "The Failure of Agile" (Hunt), From Manifesto to Monster, Articles and Blog Posts Cited in This Book
- "Getting to Technical Enough as a Product Manager" (Cheng), …But What About “Hard Skills”?, Articles and Blog Posts Cited in This Book
- "Good Product Manager, Bad Product Manager" (Horowitz), Asking the Obvious, Articles and Blog Posts Cited in This Book
- Good to Great (Collins), A Reading List for Expanding Your Product Management Practice
- Influence Without Authority (Bradford and Cohen), A Reading List for Expanding Your Product Management Practice
- Just Enough Research (Hall), Research, A Reading List for Expanding Your Product Management Practice
- "Leading Cross Functional Teams" (Norton), Articles and Blog Posts Cited in This Book
- Lean Analytics (Yoskovitz and Croll), A Reading List for Expanding Your Product Management Practice
- Mindset: The New Psychology of Success (Dweck), A Reading List for Expanding Your Product Management Practice
- "The One Number You Need to Grow" (Reichheld), Acknowledging the Limitations of Obfuscating Quantitative Proxies, Articles and Blog Posts Cited in This Book
- "Product Management for the Enterprise" (Reeves), Articles and Blog Posts Cited in This Book
- Radical Focus (Wodtke), SMART Goals, CLEAR Goals, OKRs, and so on, A Reading List for Expanding Your Product Management Practice
- "Recommendation Engines Aren't for Maximising Metrics" (Dewar), Keeping It Accessible, Articles and Blog Posts Cited in This Book
- "Rediscovering the Heart of Agile" (Cockburn), Using Alistair Cockburn’s “Heart of Agile” to Bridge Values and Practices, Articles and Blog Posts Cited in This Book
- The Scrum Field Guide (Lacey), A Reading List for Expanding Your Product Management Practice
- The Trusted Advisor (Maister, Green, and Galford), A Reading List for Expanding Your Product Management Practice
- "What Exactly Is a Product Manager" (Eriksson), The “Hybrid” Model: UX/Tech/Business, Articles and Blog Posts Cited in This Book
- responsibilities (see prioritization; roadmaps)
- ambiguity, handling, The Practice of Product Management, Summary: Sailing the Seas of Ambiguity, Conclusion: Whatever It Takes-Conclusion: Whatever It Takes
- determining, What Is Product Management?, What Is Not Product Management?, Your Checklist:
- difficulties, managing, Carrying the Weight of the World-Carrying the Weight of the World
- execution skills for, Execution
- negative examples of, What Is Not Product Management?
- roadmaps, It’s Not the Roadmap, It’s How You Use the Roadmap-It’s Not the Roadmap, It’s How You Use the Roadmap
- (see also product specifications)
- ideas for, evaluating, Structure and Facilitate Ideas for the Roadmap, Don’t Own Them
- merging, Taking Your Goals for a Test Drive
- ownership of, “The Product Manager Owns the Roadmap!”-“The Product Manager Owns the Roadmap!”
- sharing, criteria for, It’s Not the Roadmap, It’s How You Use the Roadmap, “The Product Manager Owns the Roadmap!”-Structure and Facilitate Ideas for the Roadmap, Don’t Own Them
- rules, changing instead of breaking, Organization-Research, What you might do, The Wonderful, Horrible Truth About Agile
S
- scaled Agile frameworks, The Wonderful, Horrible Truth About Agile
- Scrum, Turning to the Agile Manifesto, Four Steps to Future-Proof Agile
- The Scrum Field Guide (Lacey), A Reading List for Expanding Your Product Management Practice
- senior stakeholders
- advance buy-in from, No Alarms and No Surprises-No Alarms and No Surprises
- clarity among, pushing for, Managing Up for Clarity at All Costs-Managing Up for Clarity at All Costs
- compared to users, Stakeholders and Users Are Different
- example scenarios with, Throwing the Poker Game in Practice: Two Common Scenarios for Senior Stakeholder Management-Patterns and traps to avoid
- insulating the team from, “Our Boss Is an Idiot,” or, Congratulations—You’ve Ruined Your Team
- tactical trade-offs with, Tactical Trade-Offs, Not Emotional Manipulation
- turning the team against, “Our Boss Is an Idiot,” or, Congratulations—You’ve Ruined Your Team
- user-centric negotiations with, Staying User-Centric in a World of Company Politics-Staying User-Centric in a World of Company Politics
- silence as disagreement (see disagree and commit technique)
- skills and characteristics, What Is the Profile of a Great Product Manager?-What Is the Profile of a Bad Product Manager?
- SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals, SMART Goals, CLEAR Goals, OKRs, and so on
- soft skills
- software engineers (see engineers)
- stakeholders (see senior stakeholders)
- Steve Jobs Acolyte, What Is the Profile of a Bad Product Manager?
- stories, Stories from Working Product Managers
- algorithm design from non-technical interviews, Keeping It Accessible
- best practices, developing, “But This Worked at the Last Place!”-“But This Worked at the Last Place!”
- connections in large organizations, Taking a Genuine Interest-Cultivating a Growth Mindset
- daily standup meeting, Four Steps to Future-Proof Agile
- data-driven experiments, Focusing on Metrics That Matter
- disagree and commit technique, One Weird Trick for Better Meetings: Disagree and Commit-One Weird Trick for Better Meetings: Disagree and Commit
- distributed teams, Working with Distributed Teams
- goals and movtivations of others, Cultivating a Growth Mindset-The Gift of Being Wrong
- goals, shared, What Is the Profile of a Bad Product Manager?-What Is the Profile of a Bad Product Manager?
- impact-versus-effort matrix, Wait, You Mean We Actually Have to Build This Now?
- power users, feedback from, “Quick Wins” for Better User Research
- product specifications, complex, Your Product Spec Is Not Your Product
- prototypes of new features, Making Room for Old Stuff and (Truly) New Stuff-Making Room for Old Stuff and (Truly) New Stuff
- responsibilities of product managers, The Practice of Product Management
- roadmaps, merging, Taking Your Goals for a Test Drive
- roadmaps, purpose of, It’s Not the Roadmap, It’s How You Use the Roadmap
- senior stakeholders, challenging, Managing Up for Clarity at All Costs-Managing Up for Clarity at All Costs
- senior stakeholders, compromising users for, Staying User-Centric in a World of Company Politics
- senior stakeholders, incremental buy-in from, No Alarms and No Surprises-No Alarms and No Surprises
- senior stakeholders, insulating team from, “Our Boss Is an Idiot,” or, Congratulations—You’ve Ruined Your Team
- transitioning to Agile from Waterfall, You Are Here-You Are Here
- strategy, organizational (see goals and strategy)
- success, measuring, What Is the Profile of a Bad Product Manager?-What Is the Profile of a Bad Product Manager?
- Switzler, Al (Crucial Conversations), A Reading List for Expanding Your Product Management Practice
- swoop-and-poop scenarios, Throwing the Poker Game in Practice: Two Common Scenarios for Senior Stakeholder Management-Patterns and traps to avoid
T
- team
- curiosity practiced by, Spreading Curiosity-Spreading Curiosity
- different communication styles of, Accounting for Different Communication Styles-Accounting for Different Communication Styles
- distributed, communication with, Working with Distributed Teams-Working with Distributed Teams
- hard skills needed to communicate with, The “Hybrid” Model: UX/Tech/Business, …But What About “Hard Skills”?-Summary: Changing the Conversation About Product Management, Taking a Genuine Interest
- insulating from senior stakeholders, “Our Boss Is an Idiot,” or, Congratulations—You’ve Ruined Your Team
- process-averse members of, Scenario Three-Patterns and traps to avoid:
- time for learning and experimenting, Making Room for Old Stuff and (Truly) New Stuff
- turning against senior stakeholders, “Our Boss Is an Idiot,” or, Congratulations—You’ve Ruined Your Team
- technical skills (see hard skills)
- templates
- Agile practices, Four Steps to Future-Proof Agile
- data-driven decisions, Don’t Hide Your Assumptions—Document Them!
- emergency feature requests, But This Is an Emergency!
- new feature ideas, Structure and Facilitate Ideas for the Roadmap, Don’t Own Them
- OQPs, Acknowledging the Limitations of Obfuscating Quantitative Proxies
- organizational challenges, understanding, Goals First, Then Practices
- using, Templates
- testing
- titles, for product managers, Who This Book Is For
- The Trusted Advisor (Maister, Green, and Galford), A Reading List for Expanding Your Product Management Practice
U
- user personas, Yes, You Need to Learn How to Talk to Users
- user stories, Your Product Spec Is Not Your Product, A Few General Caveats About Agile
- users
- communication with, Talking to Users (Or, “What’s a Poker Game?”)-Your Checklist:
- compared to senior stakeholders, Stakeholders and Users Are Different
- definition of, How This Book Is Organized
- living in user's reality principle, Research-Execution, Staying User-Centric in a World of Company Politics-Staying User-Centric in a World of Company Politics, Stakeholders and Users Are Different, Summary: No, Seriously, You Need to Learn How to Talk to Users, “Data, Take the Wheel!”
- UX designers and researchers, Yes, You Need to Learn How to Talk to Users
- UX skills, The “Hybrid” Model: UX/Tech/Business
- UX/Tech/Business skill model (see hybrid skill model)
W
- Wang, Tricia (tech ethnographer), “Quick Wins” for Better User Research
- Waterfall, transitioning to Agile from, You Are Here-You Are Here
- "What Exactly Is a Product Manager" (Eriksson), The “Hybrid” Model: UX/Tech/Business, Articles and Blog Posts Cited in This Book
- "why" questions, Leveling Up Versus Zooming In, or Another Way to “Why”-Leveling Up Versus Zooming In, or Another Way to “Why”
- Wodtke, Christina (Radical Focus), SMART Goals, CLEAR Goals, OKRs, and so on, A Reading List for Expanding Your Product Management Practice
- wrong, openness to being, The Gift of Being Wrong
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