TU-EV0009 - Introduction to Product Management, Lectures, 2.11.2021-10.12.2021
This course space end date is set to 10.12.2021 Search Courses: TU-EV0009
Topic outline
-
Topics & Speakers
From the second week on, we focus on the key interfaces of product management. First of these looks towards users and customers, and deals with focuses on users and
1. How to know what to build by Sonja Ängeslevä (Product Lead, Zynga)
2. Validating the Value of a Product by Terhi Hänninen (Product Manager, Google) & Maria Petrova (Head of product, Supermetrics)Readings
The two books - Perri's Build trap and Cagan's Inspired - are organised with somewhat different structures than the course, and this week direct matches between the chapters and the course are harder to draw. However, both discuss the matters of the week in multiple chapters, these just take some work to find.
Accordingly, the more direct readings for the week are based on articles/blogs curated by this weeks experts.
- D. Duncan and B Hindo. How Twitter uses JTBD in their strategy hbr.com
- Z. Gecis. Step by Step instructions for a PM, uxdesign.cc
- A. Klement, Designign features using job stories, intercom.com
For a deeper dive, here's a how-to for talking with humans- Constable, G. Talking to humans, "practical guide to the qualitative side of customer development"
- R. Fitzpatrick, The Mom Test. How to talk to customers & learn if your business is a good idea when everyone is lying to you
- M. Kierstead: Should I Use Surveys? 7 Ways to Know For Sure — The Complete Guide to Writing and Using Surveys that Don’t Suck
Assignment
In the second assignment, the objective is to define user’s needs for an existing product using job-to-be-done framework and translating these to a new feature in a chose app.-
How to know what to build - Sonja Ängeslevä File PDF
-
Maria Petrova: Validating Product Inside Small Organization File PDF
-
Terhi Hänninen: Validating value when you work in big organisation File PDF
- D. Duncan and B Hindo. How Twitter uses JTBD in their strategy hbr.com