دانلود کتاب مدیریت محصول در عمل – یک راهنمای عملی و تاکتیکی برای روز اول و هر روز بعد از آن

Product management is a uniquely connective role, requiring its practitioners to bridge user needs with business goals, technical viability with user experience, and vision with execution. The connective nature of product management means that the role will look very different depending on the people, perspectives, and roles that you are connecting. To that end, even defining what is and is not “product management” can be quite challenging. For the purposes of this book, product management refers to the entire nexus of product and product-adjacent connective roles—which might be “product manager,” “product owner,” “program manager,” “project manager,” or even “business analyst,” depending on where you work and what you do. At some organizations, a “product manager” is the person responsible for defining a product’s strategic vision, whereas a “project manager” oversees day-to-day tactics. At other organizations, people with “project manager” or “program manager” titles are informally expected to fill in the strategic gaps left open by the business at large. I worked with one organization in which a team of “business analysts” woke up to find themselves magically transformed into “product managers” by executive fiat, with no clear sense of how their day-to-day responsibilities had changed, or why.