Managing Product Management: Empowering Your Organization to Produce Competitive Products and Brands 1st Edition

I received my advance order copy of this book last night and I've already finished 1/2 of it. Steven Haines has been able to capture succinctly what so many organizations struggle with - how to establish and manage a product function.The combination of case studies and primary research Haines provides offers a great blueprint for organizations that are looking to implement a product function or ones that are struggling to maintain an existing one. As a companion for the Product Managers Desk Reference, this book is a must have in any product library.@ernieharris

This book provides exceptional insight and detail on how to build and sustain an outstanding product management organization. From practial experience, the information is "spot on" with regards to what is required to make this vital aspect of one's company truly successful.

To be honest, this book to me felt like a plug for the other books written by Steven Haines. I felt like more often than not, I was reading where the author referenced material from his other book, but didn't actually include the material. While I did find some valuable information from the book, it was not as much was I was hoping, and left me wishing I had purchased one of his other ones (potentially).

Book is excellent starter, introduction to pm best practices. Ideal mix of theory vs practice, woulds recommend to ey beginning his/her work in the pm organization.

A wonderful guide for leaders of product managers. Excellent insight and guidance.

Great book for any product manager trying to focus on core task and managing company crisis

Average book

Good information!

I’d never considered a lot of the concepts discussed in this book. So I’ve learned a lot. And, for that, I’m grateful.But the reading experience was... tedious. And honestly, any insight gained was through self reflection and not the book itself.One example, he introduced a topic by saying “the appraisal process starts by asking 6 questions”.Then, before you find out those 6 questions, the author first comforts the reader that they’re not rocket science. Then goes off on a tangent to establish his credibility (Again). Then states that he hopes they’re useful. Then another sentence to explain how he’ll list the questions and what will proceed.Then the first question is actually 2 questions.There’s plenty examples of this. Nearly 20 pages of the book are an exploration of what each chapter will be. Then at the beginning of each chapter is another chapter explanation of the chapter ahead. Almost every concept is pre-explained and then explained again. It’s got tonnes of subjective validation (eg ‘the following is good because I discovered it through my own reflection’).So rather than clearly explain the core points and lessons, they’re diluted by guff that has little relevance.I have his other book (the desk reference) which is a much bigger book. I’m dreading reading it to be honest. Which is a shame, because as I now clearly know (as the author repeats it frequently), I believe he wants the wider PM community to be better.

As with the other book from Mr. Haines, this is great. It is even greater, because it deals with the typical problems managers are experiencing when introducing pm. Those might be a misunderstanding or misinterpretation of the pm's role, not understanding the scope, significance and consequences of introducing a pm team, in short: cultural issues. Or key managers may not understand their own role when introducing pm. Another problem may be the underestimation of the time needed to get your pm team tick. The book then gives plenty of good advice and provides solutions for managers that are easy to understand. If you can get your CEO and head of product management to read this book, your pm will make a giant leap towards a more effective management of products, product lines and assortments. If not, your pm might be crashing on the rocks. In short: Don't fly blind. This is the ideal guidepost.

It is what it says on the tin

Stephen Haines beschreibt den systematischen Aufbau einer Produktmanagement-Organisation. Fokus ist der Management-Ansatz. Es gilt das PM in die Unternehmensstrategie zu integrieren, die Organisation anhand eines Produktlebenszyklus-Referenzmodelles zu konzipieren und allen Mitarbeitern die Ziele zu vermitteln. Entscheidende Elemente des erfolgreichen Betriebes sind die zielorientierte Auswahl/Ausbildung der Produktmanager, die Institutionalisierung von Prozessen, der Aufbau eines Wissensmanagements sowie funktionsübergreifende Teams auf Arbeits- und als Product Board auf Management-Ebene. In diesem konzeptionellen Bereich liegen die Stärken des Buches, so dass dieses Buch auf jedem Fall eine Empfehlung für Manager mit Herausforderungen im Bereich PM-Organisation ist. Die Schwäche liegt bei den Umsetzungshinweisen, die manchmal zu einfach geraten.