Book Image

Lean Product Management

By : Mangalam Nandakumar
Book Image

Lean Product Management

By: Mangalam Nandakumar

Overview of this book

Lean Product Management is about finding the smartest way to build an Impact Driven Product that can deliver value to customers and meet business outcomes when operating under internal and external constraints. Author, Mangalam Nandakumar, is a product management expert, with over 17 years of experience in the field. Businesses today are competing to innovate. Cost is no longer the constraint, execution is. It is essential for any business to harness whatever competitive advantage they can, and it is absolutely vital to deliver the best customer experience possible. The opportunities for creating impact are there, but product managers have to improvise on their strategy every day in order to capitalize on them. This is the Agile battleground, where you need to stay Lean and be able to respond to abstract feedback from an ever shifting market. This is where Lean Product Management will help you thrive. Lean Product Management is an essential guide for product managers, and to anyone embarking on a new product development. Mangalam Nandakumar will help you to align your product strategy with business outcomes and customer impact. She introduces the concept of investing in Key Business Outcomes as part of the product strategy in order to provide an objective metric about which product idea and strategy to pursue. You will learn how to create impactful end-to-end product experiences by engaging stakeholders and reacting to external feedback.
Table of Contents (19 chapters)
Lean Product Management
Contributors
Preface
Another Book You May Enjoy
Index

The problem with data


  1. Accessing data: One of the bottlenecks with data (or information) is that it is usually hoarded. Access to data is often limited to technology/data teams or to a few exclusive users. So, stakeholders come to depend on the technology/data teams to provide them with data. They raise requests for data or reports, which data teams provide based on how much time they have to hand. The data/technology teams make decisions on the fly about when to share data, who to share data with, and in what formats to share the data. When a more powerful stakeholder requests data, it is assumed that the need is urgent and data teams may drop everything else and attend to this. When someone not as powerful requests data, teams may deprioritize this task and not respond as swiftly. These requests also come in sporadically, so there could be redundant requests from different teams and so on. Working on these requests takes time and requires that technology/data teams switch context from...