Merge branch 'learning-software-engineering:main' into main

README.md

@@ -92,6 +92,6 @@ Potential Topics--
     3. Helpful Courses
     4. User Experience Orientated Games
 - Product Management
-    1. Beginner's guide to product management and becoming a successful product manager
+    1. Beginner's guide to product management and becoming a successful product manager with case studies.
 - Other useful resources
 - Teamwork

Topics/Product_Management/Prioritization_Techniques.md

@@ -0,0 +1,26 @@
+# Table of Contents
+
+### [Introduction](#introduction)
+### [The MoSCoW Method](#the-moscow-method)
+### [The Kano Method](#the-kano-method)
+### [Which is Right For Me](#which-is-right-for-me)
+### [Conclusion](#conclusion)
+
+## Introduction
+
+Effective prioritization lies at the core of successful product management, demanding a keen understanding of which tasks deserve priority. The art of prioritization can be the difference between crafting a polished minimum viable product and merely assembling an arbitrary assortment of features. In the realm of software development, two notable techniques stand out for their efficacy: the MoSCoW method and the Kano model. These methodologies offer invaluable frameworks for product managers, guiding teams through the intricate process of determining priorities and ensuring that essential foundations are laid before delving into additional features.
+
+## The MoSCoW Method
+
+Firstly, the MoSCoW method, an acronym derived from Must-haves, Should-haves, Could-haves, and Won't-haves, serves as a powerful tool in the arsenal of product managers for prioritizing tasks. This technique categorizes requirements into four distinct priority levels, helping teams streamline decision-making. Must-haves represent non-negotiable essentials, forming the backbone of a project. These would be features related to the MVP. Should-haves are crucial but not critical, offering flexibility in scheduling. Normally, tasks that the client would like, but are not included in the MVP. Could-haves encompass desirable but optional features. These could be features that the client might want, but could do without them. While Won't-haves, as the name implies, denote consciously deferred items. These either will not work for whatever reason, or do not meet the time limit. Implementing this technique is simple and involves collaborative sessions where the team collectively assigns priorities to each requirement, fostering a shared understanding of project objectives. By employing the MoSCoW method, teams gain clarity, align on priorities, and efficiently allocate resources, enhancing the likelihood of delivering a product that meets both user expectations and business needs. For more information check out this [link](https://www.techtarget.com/searchsoftwarequality/definition/MoSCoW-method).
+
+## The Kano Method
+
+The Kano model, developed by Professor Noriaki Kano, is a nuanced technique for product development prioritization. It categorizes features into three main types: Basic Needs, Performance Needs, and Delighters. Basic Needs are fundamental requirements that, when met, prevent dissatisfaction but don't necessarily contribute to satisfaction when exceeded. This is the perfect example of what the MVP represents, the client would expect this completed, but won’t be overly happy as its the minimum expectation. Performance Needs directly correlate satisfaction with their level of fulfillment—higher performance leads to greater satisfaction. Delighters are unexpected features that, when included, can significantly elevate user satisfaction. These include going above and beyond client expectations. Such as, implementing features that were not mentioned, but could greatly improve the product. Implementing the Kano model involves surveying users to categorize features and determine their impact on satisfaction. If this is not possible you could alternatively survey the client and try to gauge what he deems important. This method not only aids in prioritizing features based on their potential to enhance user experience but also guides teams in understanding the emotional and functional aspects that shape user preferences. By integrating the Kano model into your processes, product managers empower teams to make informed decisions that resonate with user expectations and contribute to long-term customer satisfaction. For a visual and more info check out this [link](https://www.qualtrics.com/experience-management/research/kano-analysis).
+
+## Which Is Right For Me
+Choosing between the MoSCoW method and the Kano model depends on project characteristics and priorities. The MoSCoW method is straightforward, ideal for teams requiring clear, essential features prioritization, especially for MVP development with tight deadlines or specific client needs. In contrast, the Kano model excels in projects prioritizing user satisfaction and experience. This strategy is extremely beneficial for teams seeking to determine essential minimum-threshold features for prioritization, identify performance features that should be invested early on, and recognize customer-delight features that offer the most delight for effort. The decision between these methods hinges on project goals, constraints, and the emphasis on either clear-cut prioritization or user-centric, emotionally resonant feature development.
+
+## Conclusion
+
+Regardless of your chosen prioritization technique, be it MoSCoW or the Kano model, both prove undeniably valuable in guiding teams toward successful project outcomes. Whether prioritizing with categorical precision or focusing on user satisfaction, these approaches empower informed decision-making, ensuring resources are allocated judiciously and products align with user expectations. Implement these techniques to help provide structure and clarity to your projects.

Topics/Product_Management/Product_Management.md

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+## Resources for Product Management
+
+### Beginner's guide to product management and becoming a successful product manager
+Product management is an essential part of the software development lifecycle, as much a key part as the technical side to software engineering. The essence of product management is to be able to develop a new product, with a clearly defined roadmap and goals/milestones outlined from the requirements of the customer - keeping a clear view of the overall vision and strategy. This is different to the role of a project manager, who is responsible for the internal organization and operation of the development team, to make sure goals are achieved and timelines are met. 
+
+Some key features of a successful product manager:
+* [Able to efficiently and clearly prioritize tasks](./Product_Management/Prioritization_Techniques.md).
+* Understand the product, people and environment that you are working with.
+* Guide your development team without being authoritative.
+* If you are making tradeoffs, be sure to explain and outline the opportunity cost.
+
+ The following article outlines the product manager role and responsibilities, the main points that it entails and some tools and methologies to promote successful product management practices: [Product Management: Main Stages and Product Manager Role](https://www.altexsoft.com/blog/business/product-management-main-stages-and-product-manager-role/#:~:text=Product%20management%20is%20a%20process,development%2C%20marketing%2C%20and%20sales.)
+
+ This article goes into a little bit further detail from a beginner's perspective on steps to take to become a successful product manager: [Product Manager: The role and best practices for beginners](https://www.atlassian.com/agile/product-management/product-manager)
+
+### Case Studies:
+
+One of the new challenges for project managers is the new possibility of having to deal with projects on a remote setup. The inability to have face-to-face interactions with teammates often results in lack of communication between team members. This obstacle first emerged for product managers during the COVID-19 pandemic and I will now present two case studies on this issue, illustrating how product managers managed to excel despite these new challenging conditions.
+
+#### Case Study 1 - Working Remotely:
+
+Referencing this [article](https://curiouscore.com/resource/4-lessons-for-product-management-in-a-post-pandemic-world/) , Irene is a product manager in Singapore working on cybersecurity products at a B2B telecommunications company. During COVID-19, she had to adjust her style of product management to match the new working conditions. To succeed, she had some main strategies:
+* To keep everyone in the loop about the project’s progress, Irene’s team held weekly 30-min calls so team members could align on the tasks they needed to complete, as well as identify any potential blockers.
+* Irene’s team was able to react swiftly and effectively to the changes brought on by COVID-19 by first reviewing an existing product roadmap they had, which allowed everyone on the team to have a common document for reference as they made their decisions and reviewed timelines.
+
+Irene sees the pandemic as transformative, allowing unprecedented work flexibility. She finds that the newly added option of working remotely adds value to her work and increases the potential of teams. She believes that by incorporating some of these strategies, many product managers will be able mirror her success.
+
+
+#### Case Study 2 - Working Remotely:
+
+We now report the experience of several product managers working at TopTal remotely, referencing this [article](https://www.toptal.com/product-managers/remote/product-managers-shift-to-remote). Sam Nissinen and Darshan Dave, two product managers at TopTal, tell us how this transition presented challenges due to the difficulty of not being physically present with teams. This required product managers to enhance their communication skills but ultimately led to success. 
+
+Sam and Dave, succeeded at overcoming this new challenge by:
+* Established clear expectations and acknowledging diverse work cultures to build trust.
+* Leveraged digital tools (e.g. Trello, Basecamp, Jira) and adapting communication methodologies to maintain productivity and team unity.
+
+These product managers discovered, quite unexpectedly, that remote work — originally a necessity due to the crisis — offered unexpected advantages such as increased deep work and adaptability. This led to conversations about the sustained incorporation of remote work practices within product management. Such insights from the case study offer reassurance that thriving in a remote environment is entirely feasible for product managers.
+
+------
+
+------
+
+One of the defining qualities of a good product manager is the ability to develop and envision a client-centered product. We present a case study that underscores the significance of this skill in the realm of product management.
+
+#### Case Study 1 - Client-Centred Approach:
+
+
+Jeff Bezos, the founder and former CEO of Amazon, is renowned for his unique leadership style that has been integral to creating the world's largest ecommerce and cloud computing platform. This case study explores the core tenets of Bezos’ approach, which have been pivotal in driving Amazon's consistent results over more than two decades​​.
+
+Bezos laid the foundation for Amazon's business and management methodology in his celebrated 1997 letter to shareholders, influencing Amazon's operations and culture to this day​​. In this letter he outlines Amazon's values, among which we can see:
+* Customer Obsession: Prioritizing customer needs over competitors
+* Long-Term Thinking: Bezos advocates for decision-making with a long-term perspective, focusing on market leadership and sustainable shareholder value​​.
+
+
+These principles illustrate Amazon's customer-centric culture and highlight the vital role of forward-thinking in product management. By consistently focusing on customer satisfaction and long-term value, Amazon demonstrates the effectiveness of a client-centered approach in product development and corporate strategy. You can read more about this in this [article](https://www.hustlebadger.com/what-do-product-teams-do/jeff-bezos-leadership-principles/#its-all-about-the-long-term).
+