pmdudeThe Apollo missions exemplify well-defined goals, adequate resources, risk-taking, and unwavering focus.
Engineers dismissing valuable product features as irrelevant to sales can hinder product development and competitiveness.
Rating and reviewing customer experiences has become excessive and meaningless, with companies desperately begging for top scores and even withholding raises based on satisfaction scores.
Program delays and scope creep plague product development despite talented teams, leading to changing requirements and added pressure.
"Faith-based product development" and its consequences on engineering teams, senior management, and product managers are explored in this edition.
Sales-driven organizations can lead to product managers continuously accommodating special customer requests, creating an unsupportable mess.
Finding the right price for your product can be complex, but determining its value is crucial to success.
The scarcity of true rockstar product managers and the need to focus on nurturing and developing talent.
Painful realities of product management: refactoring troubles, sales blame game, unrealistic expectations, tactical work value, and product delays.
The MVP concept is often misinterpreted and misused in various groups, causing confusion and misunderstanding.