The Guide to the Product Management and Marketing Body of Knowledge: ProdBOK(R) Guide

Foreword
Section 1: Understanding Product Management
	Chapter 1: Introduction
		1.1 What Is The Guide to the Product Management....
		1.2 Introducing a New Standardized....
		1.3 The ProdBOK’s Audience
		1.4 Laying the Groundwork for Certification....
		1.5 The ProdBOK Guide Structure in Summary
	Chapter 2: Product Management and Product Marketing Management
		2.1 The Current State of Product Management
		2.2 The History of Product Management
		2.3 The Evolution of Brand and Product Management
	Chapter 3: What Is a Product?
		3.1 Goods and Services
		3.1.1 Goods
		3.1.2 Services
		3.2 Brands
		3.3 Product Lines
		3.4 Extensions
		3.4.1 Brand Extensions
		3.4.2 Line Extensions
		3.4.3 Category Extensions
	Chapter 4: What Is Product Management?
		4.1 Internal and External Aspects of Product Management
		4.2 Structure of Product Management
		4.2.1 The Upstream/Downstream Product Management Model
		4.3 Product Management Structure within Organizations
		4.4 Product Management’s Relationship to General Management
		4.5 Managing and Marketing Goods and Services across All Industries and Companies
		4.6 Variations by Industry and Maturity
	Chapter 5: Common Product Management Roles
		5.1 Product Manager
		5.1.1 Market-Facing
		5.1.2 Internal
		5.1.3 Technical
		5.1.4 Service
		5.2 Product Marketing Manager
		5.3 Product Portfolio Manager
		5.4 Product Owner Outside of Scrum
		5.4.1 The Product Owner and Scrum
	Chapter 6: Aligning ProdBOK with Other Existing Processes (and Why It Matters)
		6.1 Strategy and Innovation Processes
		6.1.1 Strategy
		6.1.2 Innovation
		6..2 Value Creation Processes
		6.2.1 Serial Processes: Waterfall and Phase-Gate
		6.2.2 Iterative
		6.2.3 Iterative/Incremental Processes—Agile, Scrum, Extreme Programming (XP), and Lean
		The Agile Theory
	Chapter 7: Product Management’s Relationship with Other Disciplines
		7.1 A Closer Look at Project Management Methods and Their Application within the Product Management Framework
		7.2 Core Project Management Methods and Processes
		7.2.1 Methods and Processes Used in Project Initiation
		7.2.2 Methods and Processes Used in Project Planning
		7.2.3 Methods and Processes Used in Project Execution, Monitoring, and Control
		7.2.4 Methods and Processes Used in Project Closeout
		7.3 Applying Project Management during the Conceive Stage (“Fuzzy Front End”)
		7.4 Applying Project Management during Product Development
		7.4.1 Project Management Activities in the Develop Phase
		7.5 Project Management in Commercialization/Operations
		7.5.1 Potential “Projects” Related to Product Commercialization
		7.5.2 Potential “Projects” Related to Ongoing Operations
		7.6 How Program Management Relates to Product Management
		7.6.1 Core Project Management Methods and Processes at the Program Level
		7.6.2 Sound Program Management Practices
		7.6.3 Dedicated Project Management Personnel (Where Appropriate)
		7.7 How Project Portfolio Management Relates to Product Management
		7.8 Business Analysis
		7.8.1 Business Analysis Governing Organization and Body of Knowledge
		7.8.2 Product Management and Business Analyst
		7.8.3 Business Analysis Skills and Knowledge
		7.8.4 Scenarios for Leveraging Business Analysis
		7.8.5 The Role of the Business Analyst in Product Design
		7.9 User Experience and Product Management
		7.9.1 A Closer Look at User Experience
		7.9.2 Product Management and User Experience
Section 2: The Product Management Lifecycle Framework
	Chapter 8: Introduction to the Product Management Lifecycle Framework and Process Groups
		8.1 The Advantages of Implementing a Standard Product Management Lifecycle Framework
		8.2 A Common Lexicon
		8.3 The Product Management Lifecycle Framework
		8.4 Defining Roles within the Product Management Lifecycle Framework
		8.5 Mapping a Product’s Production Process
		8.6 Product Management Processes for a Product
	Chapter 9: The Fundamentals
		9.1 Levels of Product
		9.2 Product Lifecycle
		9.3 Market Segmentation
		9.4 Innovation Types
		9.5 Levels of Strategy
		9.6 A Closer Look at Product Portfolio Management
		9.6.1 Portfolio Analysis
	Chapter 10: The Conceive Phase
		10.1 Setting the Stage
		10.2 Product Concept Identification
		10.2.1 External Assessment
		10.2.2 Opportunity and Threat Identification
		10.2.3 Internal Assessment
		10.2.4 Product Strategy Options
		10.2.5 Create the Product Concept
		10.2.6 Product Concept Approval
		10.3 Product Concept Investigation
		10.3.1 Document Naming Conventions
		10.3.2 Establish a Cross-Functional Product Concept Team
		10.3.3 Market Investigation
		10.3.6 Create Overall Project Charter
		10.3.7 Create Preliminary Business Case
		10.4 Exiting the Conceive Phase
	Chapter 11: The Plan Phase
		11.1 Plan Phase Activity Groups
		11.2 Product Definition Activities
		11.2.1 Product Requirements
		User Experience and User Interface
		11.2.2 Product Roadmap
		11.3 Project Plan Activities
		11.3.1 Development Plan
		11.3.2 Other Supporting Functional Plans (Preliminary)
		11.4 Marketing Plan Activities
		11.4.1 Product and Marketing Strategy (Updated)
		11.4.2 Launch Strategy (Updated)
		11.5 Business Case Activities
		11.5.1 Financial Analysis (Detailed)
		11.5.2 Business Case (Updated)
		11.6 Create Preliminary Product Management Plan
		11.7 Exiting the Plan Phase
	Chapter 12: The Develop Phase
		12.1 Develop Phase Activity Groups
		12.2 Product Development Activities
		12.2.1 Product Implementation
		12.2.2 Product Requirements Refinement
		12.2.3 Product Verification Activities
		Release and Configuration Management
		12.3 Market Validation Activities
		12.3.1 Beta Plan/Market Plan
		12.3.2 Usability Testing
		12.4 Launch Planning Activities
		12.4.1 Launch Plan (Detailed)
		12.4.2 Other Supporting Functional Plans (Detailed)
		12.5.1 Review Checkpoints
		12.5.2 Business Plan Update
		12.6 Exiting the Develop Phase
	Chapter 13: The Qualify Phase
		13.1 Market Validation Activities
		13.1.1 Beta or Market Test
		13.2 Launch Preparation
		13.2.1 Marketing Launch Preparation
		13.2.2 Manufacturing and Operations Launch Preparation
		13.2.3 Sales and Channel Launch Preparation
		13.2.4 Customer Support Launch Preparation
		13.2.5 Product Documentation Delivery
		13.3 Launch Readiness Assessment
		13.3.1 Business Plan Update (Final)
		13.3.2 Launch Decision
		13.4 Exiting the Qualify Phase
	Chapter 14: The Launch Phase
		14.1 The Importance of Market Type in Setting Launch Strategy
		14.2 Product Launch Activity Groups
		14.2.1 Launch
		14.2.2 Post-Launch
		14.3 Exiting the Launch Phase
	Chapter 15: The Deliver Phase
		15.1 Product Deliver Stages
		15.1.1 Growth
		15.1.2 Maturity
		15.1.3 Decline
		15.2 Controlling the Length of Product Lifecycle Stages
		15.3 Exiting the Deliver Phase
	Chapter 16: The Retire Phase
		16.1 End-of-Life Plan
		16.1.1 External Areas of Impact to Consider in End-of-Life Plan
		16.1.2 Internal Areas of Impact to Consider in End-of-Life Plan
		16.2 Phase Review
Section 3: Key Product Management Tools by Product Lifecycle Phase
	Chapter 17: Product Management Tools
		17.1 The Conceive Phase Tools
		17.1.1 Product Portfolio Management
		17.1.2 Product Concept Identification
		17.1.3 Product Concept Investigation
		17.2 The Plan Phase Tools
		17.2.1 Product Requirements Document (PRD)
		17.2.2 Project Planning
		17.3 The Develop Phase Tools
		17.3.1 Usability Evaluation Methods
		17.3.2 Alpha and Beta Plans
		17.3.3 Launch Plan
		17.4 The Qualify Phase Tools
		17.4.1 Launch Readiness Checklist
		17.5 The Launch Phase Tools
		17.5.1 Product Launch Plan
		17.5.2 Messaging and Positioning Platform
		17.5.3 Sales and Channel Readiness Plan
		17.5.4 Demand Generation Plan
		17.5.5 Analyst Relations Plan
		17.5.6 Public Relations and Media Plan
		17.6 The Deliver Phase Tools
		17.6.1 Market Analysis Template
		17.6.2 Channel Strategy and Plan
		17.6.3 Pricing Comparison Chart
		17.6.4 Product Demos
		17.6.5 Analyst Strategy and Briefings Plan
		17.6.6 Public Relations and Media Plan
		17.7 The Retire Phase
		17.7.1 End-of-Life Plan
Appendix A: Contributors and Reviewers of ProdBOK® Guide – First Edition
Appendix B: References
Appendix C: Glossary of Terms
About the Editors
List of Tables and Figures
	Figure 5-1. Product Managers Perform Their Role at the Nexus between the External Market and Internal Constituents
	Figure 5-2. Product Owner Hierarchy
	Figure 6-1. Common Processes and Bodies of Knowledge That Operate within the Product Management Framework
	Table 6-1. Comparison of Manufacturing and Product Development Considerations
	Table 6-2. Value Creation Processes
	Figure 6-2. Serial (or Waterfall) Model
	Figure 6-3: Traditional Software Development Assumes a Defined Sequential Process
	Figure 6-4: Software Development Follows an Empirical Process
	Figure 6-5. Agile Release Burndown Chart
	Figure 6-6. A Simple Task Board
	Figure 6-7. Scrum Process Diagram
	Figure 8-1. The Stages of the Product Management Lifecycle
	Figure 8-2. The Seven Phases of the Product Management Lifecycle
	Figure 8-3. The Combined Stages and Phases of the Product Management Lifecycle
	Table 8-1. Abbreviated RACI Matrix – Technology Industry Example
	Figure 8-4. Product Production Process Example41
	Figure 9-1. Kotler’s Five Levels of Product
	Figure 9-2. Product Lifecycle
	Figure 9-3. Diffusion of Innovation Bell Curve
	Figure 9-4. Ansoff Matrix
	Table 10-1. External Assessment: Inputs and Outputs
	Table 10-2. Opportunity and Threat Identification: Inputs and Outputs
	Table 10-3. Internal Assessment: Inputs and Outputs
	Table 10-4. Product Strategy Options: Inputs and Outputs
	Table 10-5. Create the Product Concept: Inputs and Outputs
	Figure 10-1. Only the Strongest Product Concepts Survive Through to the Launch Phase
	Table 10-6. Product Concept Approval: Inputs and Outputs
	Table 10-7. Product Concept Team: Inputs and Outputs
	Table 10-8. Understand the Target Market: Inputs and Outputs
	Table 10-9. Illustrate the Market Problem: Inputs and Outputs
	Table 10-10. Analyze the Competition: Inputs and Outputs
	Table 10-11. Document Market Requirements: Inputs and Outputs
	10.3.4 Solution Investigation
	Table 10-12. Identify Solution Candidates: Inputs and Outputs
	Table 10-13. Study Feasibility and Alternatives: Inputs and Outputs
	Table 10-14. Document Initial Product Requirements: Inputs and Outputs
	Table 10-15. Obtain Market Feedback: Inputs and Outputs
	Table 10-16. Assess Operational Impacts: Inputs and Outputs
	10.3.5 Develop the Product and Marketing Strategy
	Table 10-17. Set Product Vision and Strategy: Inputs and Outputs
	Table 10-18. Set Preliminary Value Proposition and Positioning: Inputs and Outputs
	Table 10-19. Set Product and Marketing Objectives: Inputs and Outputs
	Table 10-20. Create Preliminary Launch Strategy: Inputs and Outputs
	Table 10-21. Identify Product and Market Risks: Inputs and Outputs
	Table 10-22. Create Product and Marketing Strategies: Inputs and Outputs
	Table 10-23. Create Project Charter: Inputs and Outputs
	Table 10-24. Create Preliminary Business Case: Inputs and Outputs
	Table 11-1. Product Requirements: Inputs and Outputs
	Figure 11-1. Product Roadmap Example
	Table 11-2. Product Roadmap: Inputs and Outputs
	Table 11-3. Development Plan: Inputs and Outputs
	Table 11-4. Preliminary Functional Plans: Inputs and Outputs
	Table 11-5. Updated Product and Marketing Strategy: Inputs and Outputs
	Table 11-6. Updated Launch Strategy: Inputs and Outputs
	Table 11-7. Detailed Financial Analysis: Inputs and Outputs
	Table 11-8. Updated Business Case: Inputs and Outputs
	Table 11-9. Preliminary Product Management Plan: Inputs and Outputs
	Table 12-1. Product Implementation: Inputs and Outputs
	Table 12-2. Product Requirements Refinement: Inputs and Outputs
	Table 12-3. Product Verification: Inputs and Outputs
	Table 12-4. Release and Configuration Management: Inputs and Outputs
	Table 12-5. Beta Plan: Inputs and Outputs
	Table 12-6. Usability Testing: Inputs and Outputs
	Table 12-7. Detailed Launch Plan: Inputs and Outputs
	Table 12-8. Detailed Functional Plans: Inputs and Outputs
	Table 12-9. Documentation: Inputs and Outputs
	Table 12-10. Review Checkpoints: Inputs and Outputs
	Table 12-11. Updated Business Plan: Inputs and Outputs
	Table 13-1. Beta Test: Inputs and Outputs
	Table 13-2. Marketing Launch Preparation: Inputs and Outputs
	Table 13-3. Manufacturing and Operations Launch Preparation: Inputs and Outputs
	Table 13-4. Sales and Channel Launch Preparation: Inputs and Outputs
	Table 13-5. Customer Support Launch Preparation: Inputs and Outputs
	Table 13-6. Product Documentation Delivery: Inputs and Outputs
	Table 13-7. Final Business Plan: Inputs and Outputs
	Table 13-8. Launch Decision: Inputs and Outputs
	Table 14-1. Launch Activities: Inputs and Outputs
	Table 14-2. Post-Launch Activities: Inputs and Outputs
	Table 16-1. External Areas of Consideration for an EOL Plan
	Table 16-2. Internal Areas of Consideration for an EOL Plan
	Table 16-3. End-of-Life Plan: Inputs and Outputs
	Figure 17-1. BCG Growth-Share Matrix
	Figure 17-2. Profits from Cash Cows Fund Investments in Question Marks and Stars
	Figure 17-3. Progression from Star to Dog over Time
	Figure 17-4. GE-McKinsey Matrix
	Figure 17-5. SWOT Matrix Example
	Figure 17-6. TOWS Matrix with Strategy Options
	Figure 17-7. Example Idea Prioritization Matrix
	Figure 17-8. Example Competitive Analysis Matrix
	Table 17-1. Positioning Statement Framework