The Guide To The Product Management And Marketing Body Of Knowledge: ProdBOK(R) Guide Download.zip
LINK >> https://urllio.com/2tgfTu
ProdBOK is an ideal resource for novice and seasoned product managers, product marketing managers, brand managers, and other executives who play instrumental roles in the management of products and services. AIPMM developed and introduced ProdBOK to bring further clarity, accountability, and credibility to an important profession that is often overlooked and undervalued by Fortune 1000 companies, yet is crucial to the successful conception, design, launch, and management of products and service.
Now, thanks to the professional organization for product marketing and management, The Association of International Product Marketing and Management (AIPMM), we have the benefit of having the ProdBOK. What PMI did for project management, AIPMM has now done for product management.
Over 60 product and marketing professionals contributed to the ProdBOK, helping it to be not a single view of product and product marketing management but an integration of numerous concepts and perspectives presented in a coherent manner. From the book description, it:
In addition to the ProdBOK, you may find my guide, Turning Ideas into Market-Winning Products, very helpful for understanding what product developers, managers, and innovators do. This book presents a framework for finding ideas, transforming them into products, and providing them to a market.
Software product management is becoming increasingly integrated into the commonly used software development and management frameworks in the IT industry (CollabNet VersionOne 2019; Schwaber and Sutherland 2017; Scaled Agile Inc. 2019). Scrum supports product management as a framework, as it allows to continuously improve the product, the team, and the working environment. Scrum Guide introduces the role of the Product Owner, which is responsible for business goals and value, although it does not specify precisely how this role should be performed effectively (Schwaber and Sutherland 2017). Project management methodologies and guidelines such as PRINCE2 and PMBoK focus on project delivery and techniques for project managers, rather than on how to create a valuable product for customers (Project Management Institute (PMI) 2017; AXELOS 2017). The comprehensive software engineering-related resources do not include software product management as a topic connected to software development (Sommerville 2015). On the other hand, the generic product management and development guidelines and models do not focus on the specific aspects of software as a market product or service (Geracie and Eppinger 2013; CMMI Institute 2019).
The article is structured as follows. Section 2 provides the theoretical background of our research, the software product management frameworks and processes, the role of a software product manager and an overview of the previously identified software product management problems. In section 3 we describe our research method including a systematic literature review, interviews, and survey. Section 4 reports on the results of the literature review, identifies related work and provides a list of identified software product management problem areas. Next, in section 5 we present the results of the interviews with experienced software product managers who identified 95 software product management problems. Section 6 provides the results of the industrial survey on the 27 problems most commonly mentioned by our experts. We present the evaluation of their perceived frequency and severity by our respondents. In section 7 we discuss our findings, compare them to other papers, and present the implications for theory and practice. Section 8 discusses the risks to the validity of our research and their mitigation. Finally, section 9 presents final conclusions. The interview guide and survey design are attached in Appendices 1 and 2, respectively.
According to the ProdBoK, a product manager is responsible for the strategy, business case, roadmap, high-level requirements, deployment (release-management), and retirement plan. He or she also collaborates with other teams working on the analysis/design, development, operations, marketing, and sales. It is worth pointing out that the ProdBoK does not take into account the widspread changes the Internet has brought to product marketing and product development. It also does not include and mention any of the Agile practices. (Geracie and Eppinger 2013)
Although not entirely consistent with the SLR guidelines, it is practically acceptable to engage only two researchers (Brereton et al. 2007). The list of problem areas identified through the SLR was used later to construct the interview guide (Appendix 3) and identify the detailed software product management problems from the perspective of software product managers in the next step of the research.
The second step aimed at answering RQ2 with qualitative research. To fill the research gap in the literature, we conducted a series of semi-structured moderated interviews with industry practitioners to identify the problems in software product management from the perspective of the actual software product managers, following the guidelines by Hove and Anda (Hove and Anda 2005). We chose interviews as the research method to facilitate the free identification of problems and keep the scope and depth of research data as open as possible. We employed the semi-structural approach to ensure the coverage of all problem areas from the literature but also to allow the interviewees to mention problems whenever it was convenient to them.
The software product management problems were identified with a set of 10 interviews with practicing software product managers following a predefined interview guide (Appendix 3). Table 5 shows the characteristics of the interviewed experts. Company size is given as the approximate number of employees. One of the experts (I3) had less than 5 years of experience in 2019, but was eligible for the interview due 3 years of additional experience working as a project manager and agile coach in IT companies that build and develop their own products, where he also cooperated with roles responsible for software product management. Additionally in 2021, the same expert, having 4 years of experience and working as a Lead Product Manager, validated the results again and confirmed their validity.
As there is no formal definition of product management, the scope of the interviews may have not covered some of its aspects. However, we included all problem areas in the interview guide that are found in the literature. The interviews asked open-ended questions. The interviews were conducted in natural language (8 of them in Polish, 2 in English). To further increase the understanding of the topic by the interviewees, the interview guide was sent to them by e-mail prior to the interviews.
The software product management problems identified in our research are more detailed and specific than those described in previous research (Maglyas et al. 2012a). Additionally, we identified at least 14 new problems, 4 of which have relatively high perceived frequency and severity: technical debt, lack of automated testing, different expectations about product management communication per stakeholder, and lack of continuous integration and delivery. We have provided an evaluation of the perceived frequency and severity of the 27 software product management problems, both known and new. The whole body of knowledge in this field was updated, which addresses many changes in the IT industry in recent years, including agile and software product management frameworks becoming more widely used. The resulting list of 27 unique software product management problems should be further researched, especially in terms of how companies, top managers, product managers and other stakeholders can reduce their frequency and impact on software product management. 153554b96e
https://www.oteopalebeauty.com/forum/general-discussions/investigated