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The Product Manager's Toolkit Methodologies, Processes and Tasks in High-Tech Product Management

:	Gabriel Steinhardt
:	The Product Manager's Toolkit Methodologies, Processes and Tasks in High-Tech Product Management
:	Springer-Verlag
:	9783642045080
:	1
:	CHF 47.70
:

:	Betriebswirtschaft
:	English

:	385
:	Wasserzeichen/DRM
:	PC/MAC/eReader/Tablet
:	PDF

Product management is challenging, complex, and often misunderstood. Across the high-tech industry, drastically different duties and responsibilities are attributed to product management professionals. Diverse interpretations regarding the role of product management have only further confused practitioners and stifled the ability to develop clear and consistent product management methodologies. 'The Product Manager's Toolkit' book provides a consistentandholistic managerial approach to product management and presents a practical and comprehensive methodology (tasks, processes, deliverables, and roles) that covers nearly all aspects of product management.

"Chapter 2 Product Management Team (S. 9-10)

Formalizing and Structuring the Responsibilities and Makeup of the Product Management Team

2.1 Introduction

The role of a product manager is challenging, complex, and often misunderstood. Across the high-tech industry, the product manager title is used in many ways to describe drastically different duties and responsibilities. Diverse interpretations regarding the role of the product manager have created for some an untenable situation where they struggle to define their own role. Properly defining and structuring the roles and responsibilities of the product management team will enable the team members to be more efficient and productive; leading to better revenues and higher-quality products that meet customer needs. This chapter explores the challenges faced by modern high-tech product managers and proposes a solution to formalize and structure the responsibilities and makeup of the product management team.

2.2 Your Role

Job titles are important and the role one plays in an organization is often identified by one’s job title. In most cases, job titles allow an observer to construe the role and scope of responsibilities associated with a specific job title, but often this is not the casewhen it comes to the world of product management.

The myriad of interpretations and diversity that surround productmanagement job titles, especially the productmanager title, make it very difficult to ascertain which roles and responsibilities are associated with a specific product management job title. Ask several product managers what their responsibilities are and you will get a variety of answers and descriptions. This situation can reach a point where several product managers working at the same company and department provide very different perspectives on their position.

Many people mistakenly accept a definition that presumes that product management is a collective term used to describe the broad sum of diverse activities performed in the interest of delivering a particular product to market. Such a broad definition, used by many companies today, is the root cause of much grief and problems because it lacks the professional focus needed to be successful, and allows virtually any product-related task to be assigned to the product manager."

	Part I: Product Management Concpets	16
	1: Who´s Driving Your Company?	17
	Introduction	17
	Technology-Driven: Take My Road	18
	Sales-Driven: A Cruising Taxi	19
	Market-Driven: Driven to Success	20
	Summary	20
	Chapter 2: Product Management Team	22
	Introduction	22
	Your Role	22
	Jack of All Roles, Master of None	23
	Breaking It Down	24
	Roles and Goals	25
	Blackblot Product Management Team Model	26
	Odd Couple(s)	27
	Roles and Activities	29
	Solution	29
	Summary	30
	Chapter 3: Product Definition Team	32
	Introduction	32
	Key Concepts	33
	Market Requirements	34
	Blackblot Product Frames Model	35
	Product Definition Foundation Documents	36
	Blackblot Product Definition Team Model	37
	Product Delivery Process	39
	Conclusion	41
	Chapter 4: Crafting Market Requirements	42
	Introduction	42
	Voice of the Customer	42
	Market Requirements Document	43
	Blackblot Procedural Requirements Management Model	43
	Directive	45
	Constraints	46
	Rationales and Sources	47
	Presentment Modes	48
	Whole Picture	49
	Verifying Wholeness	49
	Market Requirements and Engineering	50
	Market Requirements Database	51
	Summary	52
	Chapter 5: Concept of Marketing	53
	Introduction	53
	Business Domains	53
	Marketing Domain	54
	Marketing Domain Disciplines	56
	Blackblot Marketing Model	57
	Product Marketing Methods	58
	Corporate Marketing Methods	59
	Marketing Communications Methods	59
	Corporate Organizational Structures	60
	Marketing and Strategies	62
	Marketing and Plans	63
	Summary	64
	Chapter 6: Value-Marketing Model	65
	Introduction	65
	Value Concept	65
	Value Formula Scale	66
	Value Concept Application	68
	Internal Value Marketing Dynamics	69
	External Value Marketing Dynamics	70
	Creating Superior Perceived Value	71
	Product Marketing Messages	74
	Value Messages´ Foundational Knowledge	74
	PMTK Market Messaging Model	76
	PMTK Marketing Messages Model and Plan	77
	Summary	78
	Chapter 7: Extending Product Life Cycle Stages	80
	Introduction	80
	Product Life Cycle Model Assumptions	81
	Product Life Cycle Model Stages	81
	Reasons for Extending the PLC	82
	Strategies for Extending the PLC	82
	Product Planning Strategies for Extending the PLC	82
	Product Marketing Strategies for Extending the PLC	83
	Strategy Application within the PLC Model	84
	Limitations of the PLC Model	85