Chapter 1 What is Product Management?

1.1 Product Definition
1.2 PM Definition
1.3 B2B and B2C
1.4 What is the difference between a product manager, a project manager, and a program manager?
1.5 Understanding the Organizational Structure of Global Technology Companies
1.6 Roles and Responsibilities of the Product Leadership Team
1.7 Difference between PM and PO

Chapter 2 Product Life Cycle, Processes, and Frameworks

2.1 The four stages of the product life cycle
2.2 The 7 Stages of the Product Development Life Cycle
2.3 Processes and Frameworks

Chapter 3 Customer Development

3.1 What is Customer Development?
3.2 Hypothesize the problem with user stories
3.3 Customer Survey 116
3.4 Net Customer Promoter Index Survey 118
3.5 Customer Interviews

Chapter 4 Product Strategy and Roadmap

4.1 User Needs
4.2 Competition
4.3 Five Methods for Competitor Evaluation
4.4 Winning Strategy
4.5 Creating a Strategy
4.6 Elevator Pitch Framework
4.7 Roadmap

Chapter 5 PM's Daily Work

5.1 Wireframes, Prototypes, and Mockups
5.2 Product Backlog, Epics, and User Stories
5.3 Speed ​​and Burndown Chart
5.4 Prioritizing
5.5 MVP

Chapter 6: Becoming a Competent PM

6.1 Product-Market Fit
6.2 Indicators
6.3 OKRs and KPIs
6.4 Four Biased Decision-Making Behaviors to Watch Out For
6.5 What collaboration means to a good PM
Want to be a 6.6 PM/PO?

How are better products made?

Good products come from good PMs.
“Manners maketh man.” “Attitude is everything.”

This saying, which you may have heard at least once, also applies to products and services.
In the IT industry, products and services are collectively called "products," but even without that term, we all create something for someone else.
Whatever it is, a product that is good to use objectively exists, and that product brings added value to the company and work efficiency to users and customers.
We all try to make 'good' products.


Ultimately, this book tells you how to become a good product manager (PM).
Chapter 1 begins with the definition of a product, and moves on to the distinction between PM and PO roles, the scope of PM work, and development methodology, but in the final chapter 6, it ultimately states that a 'good' PM creates a successful product.
Because good products come from good PMs.
Understanding your users and customers is the first step to becoming a good PM.
Product management is something that everyone thinks they know, but when asked to explain it properly, it's difficult to do.
In this book, you can learn the author's expertise and know-how on product management, which is often mistaken for a "know-it-all."
And that too in a very simple style.

This book is filled with the author's experience and know-how in developing great products while working as a PM at SAP, the number one company in the business applications market.
This is not a book that simply lists the roles and tasks of PM.
This is a book that everyone, whether you're a company that makes products for sale or someone who makes something for your beloved family, should read at least once.