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Table of Contents
Intro
Contents
About the Authors
Chapter 1: Introduction
Important Terms to Remember
Dysfunctional Teams
Successful and Unsuccessful Products
Leaders
Pillars at a Glance
Leadership
People
Feedback
Focus
Quality
Expectation Management, Bureaucracy Reduction, and Ethics
Conclusion
Chapter 2: Leadership
In the Same Way, That Leadership Can Be Earned
It Can Be Lost
Leaders Can Come from Anywhere
Leadership Is Also a Skill
Leadership
Traits of Effective Leaders
Traits
Communication
Accountability
Ability to Learn and Change Their Minds
Empathy and Courage
Conclusion
Chapter 3: Management
Managers Are Like Conductors
Managers and Leaders
Management in Practice
Picking the Right Management Framework
Facilitation
Shielding
Overseeing
Technical Oversight
Autonomy
Managing Deadlines
Project Management
Isn't Project Management the Role of a Product Manager?
Building the Right Thing
Planning and Prioritization
Planning and Prioritization in Most Companies
You Can't Predict the Future
Our Brains Are Limited
Anchoring Bias
Availability Heuristic
Bandwagon Effect
Choice-Supportive Bias
Communication Is Inherently Fraught
Limited Perspective
Focusing on the Solution, Not the Problem
Static Views of a Dynamic World
A Brief History of Software Development
In the Beginning
An Evolution
The Root of the Problem
Product Development
Verification and Validation (V&V)
A Lean Project Management
The Lean Inception
In Practice
Before Starting Projects
First - Select the Core Team
Second - Define Stakeholders
Third - Set Your Success Criteria
The Liftoff Meetings
Involving Everyone Impacted
Meeting 0 - With the Team
Meeting 1 - With the Team and Stakeholders
Meeting 2 - With the Team
Meeting 3 - Team and Stakeholders
Starting the Project
Writing Stories
Running the Sprint
Closing Milestones
Closing the Project
Things Left Unsaid
Conclusion
So, Should You Become a Manager?
Chapter 4: Hiring
Defining "Right People"
The "Good Engineer" Checklist
The "Bad Engineer" Checklist
The Importance of Experience
The Dunning-Kruger Effect
Honesty
The Cost of Hiring
The Cost of Bad Engineers
Retention: Understanding the Career Cycle
Practical Tips
Tip 1: Review Your Interviewing Process
Tip 2: Make Your Process Known Beforehand
Tip 3: Understand Staffing Requirements
Tip 4: Define Attractive Compensation and Benefits That Reflect Market Realities (and Review It Periodically)
Tip 5: Recruiter Screening
Tip 6: Scheduling
Tip 7: Tooling
Tip 8: Hiring Scoreboard
Tip 9: Technical Screening
Option 1: Three Phases, Remote
Option 2: Three Phases, Remote
Option 3: Three Phases, Two Remote, One in Person
Conclusion
Chapter 5: Quality
Contents
About the Authors
Chapter 1: Introduction
Important Terms to Remember
Dysfunctional Teams
Successful and Unsuccessful Products
Leaders
Pillars at a Glance
Leadership
People
Feedback
Focus
Quality
Expectation Management, Bureaucracy Reduction, and Ethics
Conclusion
Chapter 2: Leadership
In the Same Way, That Leadership Can Be Earned
It Can Be Lost
Leaders Can Come from Anywhere
Leadership Is Also a Skill
Leadership
Traits of Effective Leaders
Traits
Communication
Accountability
Ability to Learn and Change Their Minds
Empathy and Courage
Conclusion
Chapter 3: Management
Managers Are Like Conductors
Managers and Leaders
Management in Practice
Picking the Right Management Framework
Facilitation
Shielding
Overseeing
Technical Oversight
Autonomy
Managing Deadlines
Project Management
Isn't Project Management the Role of a Product Manager?
Building the Right Thing
Planning and Prioritization
Planning and Prioritization in Most Companies
You Can't Predict the Future
Our Brains Are Limited
Anchoring Bias
Availability Heuristic
Bandwagon Effect
Choice-Supportive Bias
Communication Is Inherently Fraught
Limited Perspective
Focusing on the Solution, Not the Problem
Static Views of a Dynamic World
A Brief History of Software Development
In the Beginning
An Evolution
The Root of the Problem
Product Development
Verification and Validation (V&V)
A Lean Project Management
The Lean Inception
In Practice
Before Starting Projects
First - Select the Core Team
Second - Define Stakeholders
Third - Set Your Success Criteria
The Liftoff Meetings
Involving Everyone Impacted
Meeting 0 - With the Team
Meeting 1 - With the Team and Stakeholders
Meeting 2 - With the Team
Meeting 3 - Team and Stakeholders
Starting the Project
Writing Stories
Running the Sprint
Closing Milestones
Closing the Project
Things Left Unsaid
Conclusion
So, Should You Become a Manager?
Chapter 4: Hiring
Defining "Right People"
The "Good Engineer" Checklist
The "Bad Engineer" Checklist
The Importance of Experience
The Dunning-Kruger Effect
Honesty
The Cost of Hiring
The Cost of Bad Engineers
Retention: Understanding the Career Cycle
Practical Tips
Tip 1: Review Your Interviewing Process
Tip 2: Make Your Process Known Beforehand
Tip 3: Understand Staffing Requirements
Tip 4: Define Attractive Compensation and Benefits That Reflect Market Realities (and Review It Periodically)
Tip 5: Recruiter Screening
Tip 6: Scheduling
Tip 7: Tooling
Tip 8: Hiring Scoreboard
Tip 9: Technical Screening
Option 1: Three Phases, Remote
Option 2: Three Phases, Remote
Option 3: Three Phases, Two Remote, One in Person
Conclusion
Chapter 5: Quality