122 Product Management
- 122 Product Management
- 122.01 PM Skillset - Skills and traits of a good PM
- 122.01.01 PM Skillset - PM is similar to being an entrepreneur
- 122.01.02 PM Skillset - Communication and the ability to influence is key
- 122.01.03 PM Skillset - Influence without authority
- 122.01.04 PM Skillset - Get Shit Done
- 122.01.05 PM Skillset - Product intuition
- 122.01.06 PM Skillset - Have a design sense that shows a connection to customer
- 122.01.07 PM Skillset - Wireframes
- 122.01.08 PM Skillset - Technical ability
- 122.01.09 PM Skillset - Thinking qualitatively and quantitatively
- 122.01.10 PM Skillset - Prioritization
- 122.01.11 PM Skillset - Project Management vs Product Management
- 122.01.12 PM Skillset - Communication Skills
- 122.02 PM Why - Why product management exists
- 122.02.01 PM Why - in two sentences
- 122.02.02 PM Why - Not all product discovery will be successful
- 122.02.03 PM Why - Successful products require iterations
- 122.03 PM Responsibilities - Responsibilities of a PM
- 122.03.01 PM Responsibilities - Workflow
- 122.03.02 PM Responsibilities - Risks are tackled up front
- 122.03.03 PM Responsibilities - Team success and personal failure
- 122.03.04 PM Responsibilities - Success relies on the team
- 122.03.05 PM Responsibilities - Knowledge of the customer
- 122.03.06 PM Responsibilities - Knowledge of the business and market
- 122.03.07 PM Responsibilities - Stakeholder relationships
- 122.03.08 PM Responsibilities - Fitting into the rest of the company
- 122.03.09 PM Responsibilities - Share learnings openly and often
- 122.04 PM Communication - Evangelism and communication
- 122.04.01 PM Communication - COVID 19 considerations
- 122.04.02 PM Communication - PM is primary evangelist for the product
- 122.04.03 PM Communication - Startup CEOs big job is product evangelism
- 122.04.04 PM Communication - Ten pieces of communication advice from Marty Cagan
- 122.04.04.01 Marty Cagan - 1. Use a prototype
- 122.04.04.02 Marty Cagan - 2. Show and share the customer pain you're addressing
- 122.04.04.03 Marty Cagan - 3. Share the product vision
- 122.04.04.04 Marty Cagan - 4. Share the learnings
- 122.04.04.05 Marty Cagan - 5. Share credit generously
- 122.04.04.06Marty Cagan - 6. Learn how to give a great demo
- 122.04.04.07 Marty Cagan - 7. Know what you're talking about
- 122.04.04.08 Marty Cagan - 8. Be genuinely excited about your product
- 122.04.04.09 Marty Cagan - 9. Learn to show some enthusiasm
- 122.04.04.10 Marty Cagan - 10. Spend time with your team and inspire them
- 122.05 PM Team - Product team
- 122.05.01 PM Team - A startup product team
- 122.05.02 PM Team - A typical team
- 122.05.03 PM Team - Great products require teamwork
- 122.05.04 PM Team - PM is not the boss of anyone
- 122.05.05 PM Team - Share physical space if possible
- 122.05.06 PM Team - Product designer must be good at creating prototypes
- 122.05.07 PM Team - Product designers constantly interface with end users
- 122.05.08 PM Team - Product design is table stakes
- 122.05.09 PM Team - Five best practices for working with designers from Marty Cagan
- 122.05.10 PM Team - Product manager and Product designer are partners in product creation
- 122.05.11 PM Team - Engineers build and deliver the product
- 122.05.12 PM Team - The PM is directly responsible for Engineer morale
- 122.05.14 PM Team - How to structure teams of product teams
- 122.05.14.01 PM Team Structure - Teams structure - align with investment strategy
- 122.05.14.02 PM Team Structure - Teams structure - minimize dependencies
- 122.05.14.03 PM Team Structure - Teams structure - allow product teams to own their product
- 122.05.14.04 PM Team Structure - Maximixe team leverage
- 122.05.14.05 PM Team Structure - Have a clear long term product vision and strategy
- 122.05.14.06 PM Team Structure - Every team needs the minimum talent
- 122.05.14.07 PM Team Structure - Teams structure - align with technology architecture
- 122.05.14.08 PM Team Structure - Teams structure - align with customer groups
- 122.05.14.09 PM Team Structure - Make sure the right talent is on the right team
- 122.06 PM Upper Management - Upper management responsibilities
- 122.06.01 PM Upper Management - Upper management should provide clarity of vision and strategy
- 122.06.02 PM Upper Management - Lack of product vision and strategy is a common problem
- 122.06.03 PM Upper Management - Product vision is a persuasive piece
- 122.07 PM Discovery Process - Product discovery process
- 122.07.01 PM Discovery Process - Nobody can tell us what needs to be built
- 122.07.02 PM Discovery Process - Product discovery is a collaborative process
- 122.07.03 PM Discovery Process - What is product discovery
- 122.07.04 PM Discovery Process - Product discovery requires iteration
- 122.07.05 PM Discovery Process - VUFB - The four critical risks
- 122.07.06 PM Discovery Process - PPSS - Universal questions during product discovery
- 122.07.07 PM Discovery Process - Risk 1 Value risk - Demand risk
- 122.07.08 PM Discovery Process - Risk 1 Value risk is the hardest and most important
- 122.07.09 PM Discovery Process - Risk 4 Business viability sub-components
- 122.08 PM User Testing - User testing
- 122.08.01 PM User Testing - Get out of the building and talk to customers
- 122.08.02 PM User Testing - What is a product prototype
- 122.08.03 PM User Testing - Why do we use prototypes instead of writing code
- 122.08.04 PM User Testing - The goal of user testing and using prototypes
- 122.08.05 PM User Testing - Testing for demand
- 122.08.06 PM User Testing - Understand and learn quickly - let go of pride
- 122.08.07 PM User Testing - Have a clear hypothesis for each test
- 122.08.08 PM User Testing - Team roles during user tests
- 122.08.09 PM User Testing - Concierge test
- 122.08.10 PM User Testing - Quantitative vs Qualitative testing
- 122.08.11 PM User Testing - Qualitative tests are the most common type
- 122.08.12 PM User Testing - Demand test - Fake door test
- 122.08.13 PM User Testing - Lack of Demand is rarely the biggest problem
- 122.08.14 PM User Testing - Qualitative testing steps
- 122.08.15 PM User Testing - Usability Test First Value Test Second
- 122.08.16 PM User Testing - Value Tests High-Fidelity Prototypes
- 122.08.17 PM User Testing - Low vs High-Fidelity Prototypes
- 122.08.18 PM User Testing - Types of Value tests
- 122.08.19 PM User Testing - Product Manager MUST attend all user tests
- 122.08.20 PM User Testing - Build prototypes in hours not days
- 122.09 Product Market Fit - Product Market Fit (PMF)
- 122.09.01 Product Market Fit - PMF is the goal of every product team
- 122.09.02 Product Market Fit - B2B PMF - Six reference customers
- 122.09.03 Product Market Fit - B2B PMF - Finding reference customers
- 122.09.04 Product Market Fit - B2B PMF - If you have a hard time finding reference customers
- 122.09.05 Product Market Fit - B2C PMF - 10-50 beta testers
- 122.09.06 Product Market Fit - B2C PMF - Sean Ellis test
- 122.10 PM Interview
- 122.10.01 PM Interview - Use a good rubric
- 122.10.02 PM Interview - Give the interviewer the table of contents for your answer
- 122.10.03 PM Interview - Answer the favorite product question
- 122.11.001 User Story Mapping
- 122.11.002 User Story Maps - Why use story maps
- 122.11.003 User Story Maps - Story Maps help us iterate fast
- 122.11.004 User Story Maps - Story Maps help us focus
- 122.11.005 User Story Maps - Story Maps are discussions not requirements
- 122.11.006 User Story Maps - Story Maps break down big stories into small stories
- 122.11.007 User Story Maps - Always use a drawing for shared understanding
- 122.11.008 User Story Maps - A story map is a day in the life
- 122.11.009 User Story Maps - Start with a line of stickies from left-to-right
- 122.11.010 User Story Maps - Stickies are verb-filled action phrases
- 122.11.011 User Story Maps - The top of the map is the backbone
- 122.11.012 User Story Maps - Story Maps are used to define prototypes
- 122.11.013 User Story Maps - Focus on the big rocks in a story map
- 122.11.014 User Story Maps - How to decide if a task belongs on the story map
- 122.11.015 User Story Maps - Sub-tasks are the details
- 122.11.016 User Story Maps - Every important task should be on the map
- 122.11.017 User Story Maps - Never create a map before defining user needs
- 122.11.018 User Story Maps - A story map should focus on one solution to one problem