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Carregando... Product management in practice : a real-world guide to the key connective role of the 21st centuryde Matt LeMay
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Product management has become a critical connective role for modern organizations, from small technology startups to global corporate enterprises. And yet the day-to-day work of product management remains largely misunderstood. In theory, product management is about building products that people love. The real-world practice of product management is often about difficult conversations, practical compromises, and hard-won incremental gains. In this book, author Matt LeMay focuses on the CORE connective skills-- communication, organization, research, execution--that can build a successful product management practice across industries, organizations, teams, and toolsets. For current and aspiring product managers, this book explores: On-the-ground tactics for facilitating collaboration and communication How to talk to users and work with executives The importance of setting clear and actionable goals Using roadmaps to connect and align your team A values-first approach to implementing Agile practices Common behavioral traps that turn good product managers bad. Não foram encontradas descrições de bibliotecas. |
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Google Books — Carregando... GênerosClassificação decimal de Dewey (CDD)658.5Technology Management and auxiliary services Management Of ProductionClassificação da Biblioteca do Congresso dos E.U.A. (LCC)AvaliaçãoMédia:
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Of note, this book exists in a second edition, which does not have an audiobook (yet). Therefore, I read this book instead. The revised edition appears to have its subtitle revised to target those who aspire to become a product manager.
LeMay offers anecdotal stories and pearls of wisdom to spur product managers on to producing great works. He often tries to de-glamorize the role by emphasizing how much grunt work is required. (It isn’t all mimicry of Steve Jobs!) He contends that this job is about the only managerial title without direct reports, despite heavy responsibility and accountability. This type of advice helps those new to the role or ambitious to achieve the position, but those already exposed and with a good mentor might not need this advisory approach. No new research data or philosophy is presented here, unfortunately, just mentorship based on experience.
LeMay’s most popular chapter, no doubt, consists of his takes on Agile Methodology. In it, he argues for a pragmatic approach to now-popular Agile management methodologies and their many derivatives. A lot of people fall in love with a “perfect” Agile process – the how’s – instead of understanding the why’s. By doing so, they end up missing the opportunity to improve their process critically – which runs contrary to the ethos of Agile to begin with! Many advanced product labs, alongside original leaders of the Agile movement, have realized this, but LeMay gives wider published voice to their objections.
This book clearly most helps for early career folk who want to master the role of a product manager. It can also help those who, like me, want to cross-train in someone else’s job to learn how to work with their co-workers better. The skills and broader perspectives described here can frankly benefit anyone working in a production environment. Nonetheless, this book best excels at demystifying a complex job to aspirants while coaching how to avoid common mistakes. ( )