Book description
Grab the all-you-need reference and manage your products effectively and efficiently
Now, product managers at every level can have an authoritative, one-stop reference to strategizing, introducing, and managing products at their fingertips. The Product Manager’s Desk Reference uses the progression of the practitioner across the career cycle as well as the progression of the product across its life cycle to establish clear guidelines as to what must be done, when, by whom, and with what level of expertise.
Table of contents
- Cover Page
- The Product Manager's Desk Reference
- Copyright Page
- CONTENTS
- ACKNOWLEDGMENTS
- INTRODUCTION: THE ACCIDENTAL PROFESSION
-
MODULE 1 FOUNDATIONAL ELEMENTS FOR PRODUCT MANAGEMENT
- INTRODUCTION TO MODULE 1
- CHAPTER 1 WHAT IS PRODUCT MANAGEMENT?
-
CHAPTER 2 THE PRODUCT MASTER PLAN
- THE PURPOSE OF A MASTER PLAN
- THE FORMAT OF THE PRODUCT MASTER PLAN
- THE VALUE OF A PRODUCT MASTER PLAN
- AN INSURANCE POLICY FOR CONSISTENT COMMUNICATION
- THE BASIC CONSTRUCTION OF THE PRODUCT MASTER PLAN
- MAJOR DOCUMENTS INCLUDED IN THE PRODUCT MASTER PLAN
- SUMMARY
- RAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
- CHAPTER 3 LEADERSHIP: CREATING INFLUENCE
-
CHAPTER 4 CROSS-FUNCTIONAL PRODUCT TEAMS: GETTING THINGS DONE
- CROSS-FUNCTIONAL TEAM DEFINITIONS
- DEFINITION: A CULTURE OF DISCIPLINE
- TEAM MEMBERSHIP
- CURING THE DYSFUNCTIONAL TEAM
- BUILDING BLOCKS OF A CROSS-FUNCTIONAL PRODUCT TEAM
- PRODUCT TEAM RESPONSIBILITIES
- FORMS OF CROSS-FUNCTIONAL PRODUCT TEAM MEMBERSHIP
- CLARIFYING ROLES AND RESPONSIBILITIES
- THE FUNCTIONAL SUPPORT PLAN
- TEAM MEMBERSHIP ACROSS THE LIFE CYCLE
- CROSS-FUNCTIONAL TEAM LEADERSHIP
- SUMMARY
- RAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
-
CHAPTER 5 DECISION MAKING: WHAT'S NEXT?
- THE IMPORTANCE OF DECISION MAKING
- DECISION MAKING AND PROBLEM SOLVING
- SAVING GRACE: A CASE STUDY ABOUT DECISION MAKING
- DECISION-MAKING TECHNIQUES
- ANALYSIS PARALYSIS AND RATIONAL IGNORANCE
- GUT-FEEL DECISION MAKING
- BUSINESS INTELLIGENCE
- SUMMARY
- RAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
- CHAPTER 6 FINANCE FOR THE PRODUCT MANAGER: KEEPING SCORE
-
MODULE 2 MAKING THE MARKET YOUR PRIMARY FOCUS
- INTRODUCTION TO MODULE 2
-
CHAPTER 7 THE PLAYING FIELD AND THE PLAYERS: ANALYZING THE INDUSTRY AND COMPETITION
- BECOMING THE EXPERT
- WHAT IS AN INDUSTRY?
- INDUSTRY CLASSIFICATIONS
- PUTTING INDUSTRY EVOLUTION INTO PERSPECTIVE
- CARRYING OUT INDUSTRY RESEARCH
- SECURING ADDITIONAL DATA
- PROCESSING THE SIGNALS
- COMPETITIVE ENVIRONMENT
- COMPETITIVE POSITIONING
- GAINING AN EDGE: PERFORMANCE COUNTS
- COMPETITIVE INTELLIGENCE IN YOUR COMPANY
- COMPETITIVE INTELLIGENCE IN YOUR WORLD
- ETHICS IN COMPETITIVE INTELLIGENCE
- WITH WHOM DO YOU COMPETE?
- COMPETITOR SWOT
- HOW DO THEY DO WHAT THEY DO?
- THE FINAL ANALYSIS
- SUMMARY
- RAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
-
CHAPTER 8 FINDING MARKETS TO CONQUER BY UNDERSTANDING CUSTOMER NEEDS AND MARKET SEGMENTS
- THE COMMON DENOMINATOR IN SEGMENTATION: CUSTOMER NEEDS
- HOW MARKETS ARE SEGMENTED
- MARKET SEGMENTATION AND THE MARKETING MIX
- DESCRIBING THE TARGET MARKET
- THEY DON'T KNOW WHAT THEY DON'T KNOW
- PLANNING AND CARRYING OUT CUSTOMER VISITS
- THE VOICE OF THE CUSTOMER
- USING PERSONAS AS A WAY TO CAPTURE NEEDS
- YOUR RESEARCH STRATEGY
- SUMMARY
- IMPROVE YOUR PRODUCT MANAGEMENT EQUIVALENCE QUOTIENT (PMEQ)
-
CHAPTER 9 PREPARING TO SET YOUR MILEPOSTS: FORECASTING FOR THE PRODUCT MANAGER
- FORECASTING BASICS
- FORECASTING IS A CROSS-FUNCTIONAL EXERCISE
- VALIDATING MARKET AND DEMAND POTENTIAL
- FORECASTS ARE BUILT ON BELIEFS ABOUT THE FUTURE
- VALIDATING ASSUMPTIONS AND APPLYING CUSTOMER PREFERENCES
- HOW MUCH CAN WE REALLY MAKE? DERIVING MARKET SHARE ESTIMATES
- CASE STUDY EXAMPLE FOR FORECASTING
- SALES FORECASTING
- MAKING THE SALES FORECAST USEFUL
- DEMAND PLANNING
- CONCLUDING THE CASE
- SUMMARY
- RAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
-
CHAPTER 10 STRATEGIC PRODUCT PLANNING: THE INFLECTION POINT
- STRATEGY IS A DYNAMIC CONTINUUM
- USING A GENERIC STRATEGY
- STRATEGY IS LIKE SOLVING A PUZZLE
- THE WATERFALL EFFECT
- DYNAMIC STRATEGY FOR THE PRODUCT MANAGER
- STRATEGY IN YOUR WORLD
- THE "PRODUCT AS A BUSINESS" STRATEGIC PLANNING MODEL
- THE MODEL: A QUICK WALK-THROUGH
-
THE PRODUCT AS A BUSINESS STRATEGIC PLANNING MODEL IN DETAIL
-
Step A. Baseline the Business of the Product
- Organizing the Data
- External Data: Industry and Competition
- Customer Activity
- Organizational Capabilities and Financial Health
- Capturing Product Performance Data
- Synthesizing Data and Creating Useful Information
- Prepare to Tell a Story About the Product
- The State-of-the-Business Product Strategy Review
- Step B. Recast the Vision for the Product
- Step C. Identify Strategic Options
-
Step A. Baseline the Business of the Product
- SUMMARY
- RAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
-
MODULE 3 THE START OF THE PRODUCT'S JOURNEY: THE NEW PRODUCT DEVELOPMENT PROCESS
- INTRODUCTION TO MODULE 3
- LIMITS AND BENEFITS OF PROCESSES
- A GENERIC PHASE GATE MODEL
- PROCESSES ARE LINEAR, MARKETS ARE NOT
- IMPORTANCE OF THE RIGHT PACE FOR NEW PRODUCT PLANNING
- THE VALUE OF FLAWLESS EXECUTION
- ORGANIZATION OF THE NEW PRODUCT DEVELOPMENT CHAPTERS
-
CHAPTER 11 MAKING A MOLEHILL OUT OF A MOUNTAIN: THE CONCEPT PHASE
- THE BASIC PROCESS
- IDEATION: WHAT'S THE BIG IDEA?
- CATEGORIZATION OF PRODUCT "PROJECTS"
- SORTING OUT OPPORTUNITIES
- LOOKING DOWN THE PRODUCT PIPELINE
- PRODUCT ENHANCEMENTS AS A GROUPED OPPORTUNITY
- "SO WHAT?": THE VALUE PROPOSITION FOR THE OPPORTUNITY
- CLARIFYING YOUR IDENTITY WITH A POSITIONING STATEMENT
- POSITIONING MEANS MAKING A DIFFERENCE
- NARROWING THE FIELD: CHOOSING AMONG OPPORTUNITIES
- MANAGING REJECTED OPPORTUNITIES
- SECURING APPROVAL TO MOVE TO THE NEXT PHASE: THE CONCEPT REVIEW
- SUMMARY
- RAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
-
CHAPTER 12 IS THERE REALLY A BUSINESS HERE? ASSESSING FEASIBILITY
- USING FUNCTIONAL SUPPORT PLANS TO CLARIFY ROLES, RESPONSIBILITIES, AND DELIVERABLES
- THE MARKETING FUNCTIONAL SUPPORT PLAN (THE MARKETING PLAN FOR THE PRODUCT)
- PRODUCT DEVELOPMENT/IT/SYSTEMS FUNCTIONAL SUPPORT PLAN
- FINANCE FUNCTIONAL SUPPORT PLAN
- CUSTOMER SERVICE FUNCTIONAL SUPPORT PLAN
- SALES FUNCTIONAL SUPPORT PLAN
- OPERATIONS FUNCTIONAL SUPPORT PLAN
- SUPPLY CHAIN FUNCTIONAL SUPPORT PLAN
- LEGAL/REGULATORY/COMPLIANCE FUNCTIONAL SUPPORT PLAN
- MANUFACTURING FUNCTIONAL SUPPORT PLAN
- INTERNATIONAL FUNCTIONAL SUPPORT PLAN
- RESOURCE PLANNING AND SUMMARIZATION
- DOCUMENT EVOLUTION DURING FEASIBILITY
- PRODUCT PERFORMANCE AND MONITORING PLANNING
- THE DECISION MATRIX FOR THE FEASIBILITY PHASE
- PHASE REVIEW: FEASIBILITY
- SUMMARY
- RAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
-
CHAPTER 13 APPEARANCES ARE EVERYTHING: DEFINING THE PRODUCT
- PRODUCT DEFINITION DOCUMENTS
- MANAGING REQUIREMENTS
- THE EVOLVING PRODUCT DESIGN
- LINKING THE PRODUCT DEFINITION TO "BUILDING" THE PRODUCT
- MAKE VERSUS BUY
- CARRYING OUT A MAKE VERSUS BUY ANALYSIS: AN EXAMPLE
- THE COUNTDOWN STARTS NOW: LAUNCH PLANNING
- COUNTING BACK: HOW TO MEET THE LAUNCH GOAL
- OTHER PARAMETERS FOR SUCCESSFUL LAUNCH PLANNING
- SETTING THE CONDITIONS TO RECOGNIZE FUTURE LIFE CYCLE STATES
- THE EXIT PLAN
- THE PRODUCT DEFINITION PHASE REVIEW
- SUMMARY
- RAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
-
CHAPTER 14 JUSTIFYING PRODUCT INVESTMENTS: THE BUSINESS CASE
- THE PURPOSE OF THE BUSINESS CASE
- CHARACTERISTICS OF GOOD BUSINESS CASES
- ACTIVITIES AND SEQUENCING
- BUSINESS CASE STRUCTURE
- KICK START THE BUSINESS CASE
- A CASE STUDY IN CREATING A BUSINESS CASE
- THE SAMPLE BUSINESS CASE
- CONCLUDING COMMENTS
- SUMMARY
- RAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
-
CHAPTER 15 SYNCHRONIZING THE GEARS: THE MARKETING PLAN FOR THE PRODUCT
- THE MARKETING PLAN FOR THE PRODUCT IS A FUNCTIONAL SUPPORT PLAN
- GETTING ORGANIZED
- MARKETING PLANS ALWAYS BEGIN WITH STRATEGY
- BUILDING A HISTORICAL MARKETING PROFILE
- PUTTING THE MARKETING MIX IN PERSPECTIVE
- OUTLINE FOR THE MARKETING PLAN
- SETTING THE TEAM UP WITH A REALISTIC MARKETING PLAN
-
ESSENTIAL SECTIONS OF THE MARKETING PLAN
- Executive Summary
- Strategic Context for the Marketing Plan
- The Market Environment for the Product
- The Marketing Mix: Strategies and Tactics
- Marketing Alliances
- International Marketing Activities
- Product Launches Being Planned or Being Carried Out
- Sales Support and Training Programs
- Additional Research Programs Needed
- Cross-Functional Deliverables and Dependencies
- Integrated Budgets
- Measurements and Metrics
- Risks
- Appendices and Supporting Material
- SUMMARY
- RAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
-
CHAPTER 16 EXECUTION AND OVERSIGHT DURING PRODUCT DEVELOPMENT
- THE PRODUCT MANAGER'S ROLE DURING THE DEVELOPMENT PHASE
- THE PRODUCT MANAGER AS FACILITATOR AND PARTNER
- PRODUCT MANAGERS MUST UNDERSTAND EXECUTION
- TRUTH MIXED WITH COMPASSION
- SURFACING CONFLICTS AND REALITIES WITH "HOW" QUESTIONS
- PROGRESS TRACKING
- FREQUENT STATUS UPDATES ARE ESSENTIAL
- MANAGING PROJECT PLANS HELPS MANAGE RISK
- ADDITIONAL PROJECT MANAGEMENT TOOLS
- PROGRESS VALIDATION IS ESSENTIAL
- PRODUCT TESTING
- THE BETA TEST
- PRODUCT DOCUMENTATION
- MANAGING SCOPE AND BUDGET CREEP
- MANAGING CHANGE: TRADE-OFFS AND PRIORITIZATION DECISIONS
- THE DEVELOPMENT PHASE REVIEW AND CHECKLIST
- SUMMARY
- RAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
-
CHAPTER 17 INTRODUCING THE PRODUCT AND ORCHESTRATING THE LAUNCH
- LAUNCH BENCHMARKING OUTCOMES
- THE PRODUCT LAUNCH PHASE WORK FLOW
- EXECUTIVE CHAMPIONS NEED TO LEAD IMPORTANT PRODUCT LAUNCHES
- CONFIRM THE MARKET WINDOW
- SYNCHRONIZE YOUR DOCUMENTATION (THE BUSINESS CASE, MARKETING PLAN, AND LAUNCH PLAN)
- REVIEW MARKET AND BETA TESTS—OR CONDUCT THEM IF NECESSARY
- PRODUCT AVAILABILITY RATINGS
- PROVIDE ADEQUATE SALES TRAINING
- ENSURE READINESS OF MARKETING COLLATERAL, WEB SITE, AND INTEGRATED PROMOTIONAL PROGRAMS
- MAKE SURE DISTRIBUTION CHANNELS ARE ABLE TO SELL AND DELIVER THE PRODUCT
- ENSURE READINESS OF OPERATIONAL SYSTEMS
- LAUNCH METRICS MUST BE ASSEMBLED AND READY TO TRACK
- BE WILLING TO RECOMMEND GO OR NO-GO FOR LAUNCH
- THE ANNOUNCEMENT
- THE LAUNCH CHECKLIST
- SUMMARY
- RAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
-
MODULE 4 CONTINUING THE JOURNEY: POST-LAUNCH PRODUCT MANAGEMENT
- INTRODUCTION TO MODULE 4
- CHAPTER 18 AUDITING RESULTS AFTER THE LAUNCH
-
CHAPTER 19 POST-LAUNCH PRODUCT MANAGEMENT: RUNNING THE BUSINESS
- RUNNING THE BUSINESS
- A STRUCTURE FOR RUNNING THE BUSINESS OF THE PRODUCT
- IDENTIFYING THE IN-MARKET LIFE CYCLE STATE OF THE PRODUCT
- DEFINING "WHAT'S HAPPENING NOW" WITH THE PRODUCT
- LEADING THE CROSS-FUNCTIONAL PRODUCT TEAM
- RECASTING THE STRATEGIC MIX
- SUMMARY
- RAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
-
CHAPTER 20 LIFE CYCLE PRODUCT PORTFOLIO MANAGEMENT
- DISPELLING SOME MYTHS ABOUT PRODUCT PORTFOLIO MANAGEMENT
- WHAT IS LIFE CYCLE PRODUCT PORTFOLIO MANAGEMENT?
- A PORTFOLIO REFERENCE MODEL
- THE IDEAL WORK STRUCTURE FOR PRODUCT PORTFOLIO MANAGEMENT
- A LIFE CYCLE PRODUCT PORTFOLIO MODEL
- METHODOLOGY
- CONSIDERING EXISTING PRODUCTS
- PRODUCT PROJECTS IN NEW PRODUCT INTRODUCTION
- PRODUCTS BEING PLANNED
- CREATE YOUR OWN PRODUCT PORTFOLIO MODEL
- PORTFOLIO DECISION MAKING
- AVAILABILITY OF DATA IS CRITICAL
- SUMMARY
- RAISING YOUR PRODUCT MANAGEMENT EXPERIENCE QUOTIENT (PMEQ)
- CHAPTER 21 ENOUGH'S ENOUGH! DISCONTINUING THE PRODUCT
-
MODULE 5 PROFESSIONALIZING PRODUCT MANAGEMENT
- INTRODUCTION TO MODULE 5
- CHAPTER 22 CHARTING YOUR CAREER
-
CHAPTER 23 ORGANIZING FOR PRODUCT MANAGEMENT
- GETTING ORGANIZED
- THE ROLE OF THE EXECUTIVE CROSS-FUNCTIONAL TEAM
-
TRANSFORMING THE ORGANIZATION
- Chartering and Supporting Cross-Functional Product Teams
- Acting as the Product Portfolio Review Board and Directing Product Investments
- Assigning a Process Owner for All Product Portfolio Processes and Documents
- Resolving Problems as Escalated by the Product Teams
- Ensuring Ongoing Professional Development of Product Managers
- Support the Building of a Product Management Community
- Establishing an Environment for Creating and Sustaining Customer Partnerships
- Investing in Market Research to Support the Product Teams
- COACHING PRODUCT MANAGERS
- SUMMARY
- Case Study: Product Management at Airlines Reporting Corporation (ARC)
-
MODULE 6 THE PRODUCT MANAGER'S TOOLBOX
- THE PRODUCT MANAGER'S DESK REFERENCE WEB SITE
- CUSTOMER VISIT PLAN TEMPLATE
- FUNCTIONAL SUPPORT PLAN TEMPLATE
- OPPORTUNITY STATEMENT TEMPLATE
- PRODUCT POSITIONING STATEMENT TEMPLATE
-
BUSINESS CASE TEMPLATE
- SECTION 1—EXECUTIVE SUMMARY
- SECTION 2—FRAMING THE CASE
- SECTION 3—BUSINESS NEED AND/OR STRATEGIC ALIGNMENT
- SECTION 4—MARKET ANALYSIS
- SECTION 5—PRODUCT DESCRIPTION
- SECTION 6—THE PROJECT PROPOSAL
- SECTION 7—ASSUMPTIONS, FORECASTS, AND FINANCIALS
- SECTION 8—IMPLEMENTATION AND OPERATIONAL ACTION PLANS
- SECTION 9—RISKS AND CONTINGENCY PLANS
- SECTION 10—RECOMMENDATION
- SECTION 11—APPENDICES
- PRODUCT STRATEGY TEMPLATE
-
PRODUCT MARKETING PLAN TEMPLATE
- Marketing Plan Outline
- SECTION 1—EXECUTIVE SUMMARY
- SECTION 2—STRATEGIC CONTEXT
- SECTION 3—THE MARKETING ENVIRONMENT FOR THE PRODUCT
- SECTION 4—THE MARKETING MIX
- SECTION 5—MARKETING ALLIANCES
- SECTION 6—INTERNATIONAL MARKETING
- SECTION 7—PRODUCT LAUNCHES BEING PLANNED OR BEING CARRIED OUT
- SECTION 8—SALES TRAINING
- SECTION 9—ADDITIONAL RESEARCH PROGRAMS NEEDED
- SECTION 10—CROSS-FUNCTIONAL DEPENDENCIES OR DELIVERABLES
- SECTION 11—INTEGRATED BUDGETS FOR ALL PROGRAMS
- SECTION 12—MEASUREMENTS AND METRICS
- SECTION 13—RISKS
- SECTION 14—APPENDICES
- PRODUCT LAUNCH TEMPLATE
- PRODUCT DISCONTINUATION OUTLINE
- PRODUCT MASTER PLAN OUTLINE
- GLOSSARY
- REFERENCES AND RESOURCES
- BIBLIOGRAPHY
- INDEX
Product information
- Title: The Product Manager's Desk Reference
- Author(s):
- Release date: July 2008
- Publisher(s): McGraw-Hill
- ISBN: 9780071591355
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