Saiu a 3ª edição do livro Gestão de Produtos

Ficou pronta hoje a 3ª edição do meu livro “Gestão de Produtos, Como aumentar as chances de sucesso do seu software“. E como presente de lançamento, aqui vai um cupom de 10% de desconto (JocaCDC10).

Changelog

A primeira edição em português deste livro é de 2015. Escrevi uma versão atualizada em 2017. Apenas três anos se passaram desde a sua versão mais recente. No entanto, o aprendizado é um esforço contínuo. Continuo aprendendo com minhas experiências diárias e publiquei o que aprendi no LinkedIn. Agora, decidi não apenas traduzir meu livro para o inglês, mas também atualizar o conteúdo de 2017 com meus aprendizados desde então.

Neste Changelog, registro o que mudou desde a edição de 2017:

  • Estou usando software, produto e produto digital de forma intercambiável. Para o contexto deste livro, esses termos são equivalentes.
  • Atualizei as estatísticas ao longo do livro, para manter os dados relevantes, com comentários sobre a evolução dos dados.
  • Paulo Caroli teve a gentileza de escrever o prefácio desta terceira edição! (=
  • Mais exemplos, não apenas da Locaweb e Conta Azul, mas também do Gympass, um marketplace de três lados que conecta parceiros de fitness a empresas e seus funcionários. No Gympass, liderei uma equipe de desenvolvimento de produtos, juntamente com Rodrigo Rodrigues e Claudio Franco. Temos o desafio de criar um produto global usado por parceiros, empresas e usuários de fitness em todo o mundo. Como somos líderes nesta categoria, temos o desafio adicional de ser os primeiros a enfrentar certos problemas, o que é bastante empolgante.
  • No capítulo “O que é um produto digital?”, descrevo a diferença entre empresas digitais e tradicionais e apresento o conceito de empresas tradicionais que já nasceram digitais. É muito importante para um gerente de produto entender com que tipo de empresa e produto ele está lidando, para saber como desempenhar melhor seu trabalho.
  • Também no capítulo “O que é um produto digital?”, descrevo uma maneira diferente de categorizar plataformas. Além de toda categorização que já apresentei na 2ª edição, podemos categorizar plataformas como plataformas de transação ou de inovação.
  • Em “Dicas de liderança para gerentes de produto”, adicionei mais informações sobre porque é tão importante definir o contexto, e alguns exemplos de obstáculos que um gerente de produto pode remover para sua equipe.
  • Adicionei um novo capítulo intitulado “Dois hacks para promover e fortalecer sua cultura de produto digital” onde conto um pouco de minha experiência em gerir produtos em uma empresa que não tinha cultura de produto digital e o que fiz para ajudar a promover e fortalecer essa cultura.
  • Adicionei a seção “Foco no problema vs foco na solução” ao capítulo “Inovação: foco no problema” com alguns exemplos práticos de soluções simples encontradas quando se foca em entender bem o problema.
  • No capítulo “Crescimento: o que é um roadmap?”, adicionei uma seção inteira descrevendo uma ferramenta que utilizo com sucesso na Conta Azul e Gympass, o rolling roadmap de 12 meses.
  • Também no capítulo “Crescimento: o que é um roadmap?”, adicionei uma seção inteira sobre quando usar OKRs e quando usar roadmaps.
  • No capítulo “Crescimento: como priorizar o roadmap?”, adicionei mais informações sobre como lidar com solicitações especiais, especialmente se você gerencia um produto digital B2B com grandes clientes.
  • Adicionei uma seção de exemplo em “O que é e como criar a visão e a estratégia do produto?” para ilustrar diferentes tipos de visões de produtos digitais, incluindo uma visão hipotética do produto digital do banco, e três visões reais do produto: visão de produto da Locaweb E-mail, visão de produto da Conta Azul e visão de produto da Gympass.
  • Na seção SWOT de “O que é e como criar a visão e a estratégia do produto?”, adicionei mais técnicas para ajudar você a preencher um SWOT mais útil para dar suporte ao design da sua estratégia de produto.
  • Adicionei um novo capítulo intitulado “Crescimento: reunindo tudo – visão, estratégia, roadmaps e OKRs”, onde explico como usar juntas as diferentes ferramentas que devem ser usadas durante a fase de crescimento de um ciclo de vida de produto digital – visão, estratégia, roadmap e OKRs.
  • Adicionei um capítulo intitulado “Projetos vs problemas”, onde explico o que acontece nos ciclos de planejamento, principalmente nos ciclos anuais, quando acabamos nos focando em fazer uma lista de projetos e nos esquecemos de que problemas queremos resolver com aqueles projetos.
  • Adicionei um capítulo intitulado “Crescimento: como gerenciar produtos durante crises”, onde conto qual é o papel de um gestor de produtos em uma crise.
  • Adicionei uma nova seção sobre as diferentes opções para expandir um mercado no capítulo “Como diversificar seu portfólio de produtos?”.
  • No capítulo “Foco ou diversificação?”, adicionei uma seção explicando quando e como usar o ciclo de vida de quatro fases para os recursos individuais do seu produto.
  • Adicionei duas novas seções ao capítulo “O problema da TI”. Uma sobre a ThoughtWorks, uma empresa de consultoria de desenvolvimento de software conhecida por estar sempre um passo à frente na indústria de software, sugerindo que apliquemos o gerenciamento de produtos a plataformas internas. E a outra sobre a “falácia do cliente interno”, onde questiono o conceito normalmente utilizado em algumas organizações de cliente interno ou usuário interno ao discutir o trabalho realizado entre as áreas.
  • No capítulo “Onde está o gerenciamento de produtos de software em uma empresa?”, adicionei uma seção explicando como um gerente de produto pode ganhar mais autonomia.
  • Na “Conclusão”, adicionei uma seção para explicar como fazer uma mudança de carreira para gerenciamento de produtos.

Boa leitura! \o/

How to increase the chances of success of your digital product

The first edition in Portuguese of this book is from 2015. I wrote an updated version of this book in 2017. So only two years passed since it latest version. However, learning is a continuous endeavor. I continue to learn from my daily experiences and I published what I learnt on Linkedin. Now I decided not only to translate my book into English with the help of Paulo Caroli but also to update 2017 content with my learnings.

In this changelog I’ll register what changed from 2017 edition so if you already read that book, you can go straight to the new content.

  • I’m using software, product, and digital product interchangeably. For the context of this book, these terms are equivalent.
  • I’ve updated statistics through the book, to keep data relevant, with comments about the data evolution.
  • Paulo Caroli was kind enough to write a preface to this third edition! (=
  • More examples, not only from Locaweb and ContaAzul, but also from Gympass, the 3-sided marketplace that connects fitness partners, to companies and their employees. At Gympass I’m leading a product development team, together with Rodrigo Rodrigues and Claudio Franco. We have the challenge to build a global product used by fitness partners, companies, and users from all over the world. Since we are the leaders in this category, we have the additional challenge to be the first ones to face certain problems, which is quite exciting.
  • In the “What is a digital product?” chapter I describe the difference between digital and traditional companies and present the concept of the born-digital traditional companies. It’s very important for a product manager to understand what type of company and product he is dealing with, to know how to better perform her job.
  • Also in the “What is a digital product?” chapter I describe a different way to categorize platforms. Besides all categorization I already presented in the 2nd edition, we can categorize platforms as either transaction platforms or innovation platforms.
  • In the “Leadership tips for product managers” chapter, I’ve added more info on why it’s so important to set a context and some examples of obstacles a product manager can remove for her team.
  • In the “Growth: what is a roadmap?” chapter I’ve added a whole section describing a tool, I’ve been successfully using at ContaAzul and Gympass, the 12-month rolling roadmap.
  • Also in the “Growth: what is a roadmap?” chapter, I’ve added an entire section on when to use OKRs and when to use roadmaps.
  • In the “Growth: how to prioritize the roadmap?” chapter I’ve added more information on how to deal with special requests, especially if you manage a B2B digital product with big customers.
  • I’ve added an example section in the “What is and how to create the product vision and strategy?” chapter to illustrate different types of digital product visions including. One hypothetical product vision for a digital product from a bank, and three real-life product visions, Locaweb Email product vision, ContaAzul’s product vision, and Gympass product vision.
  • In the SWOT section of the “What is and how to create the product vision and strategy?” chapter, I’ve added more techniques to help you fill out a more useful SWOT to support the design of your product strategy.
  • I’ve added a new chapter entitled “Growth: Putting it all together – vision, strategy, roadmap, and OKRs” where I explain how to use together the different tools that must be used during the growth phase a digital product lifecycle – vision, strategy, roadmap, and OKRs fit together
  • I’ve added a new section about the different options to expand a marketplace in “How to diversify your product portfolio?” chapter.
  • In the “Focus or diversification?” chapter I’ve added a section explaining when and how to use the 4 phases lifecycle to individual features of your product.
  • I’ve added two new sections to the “The IT problem” chapter. One about ThoughtWorks, a software development consulting firm well known for always being a step ahead of the software industry, suggesting that we apply product management to internal platforms. And the other about the “The fallacy of the internal customer” where I question the concept normally used in some organizations of internal customer or internal user when discussing work done between areas.
  • In the chapter about Where is software product management in a company? I’ve added a section explaining how a product manager can gain more autonomy.
  • In the “Conclusion” chapter I’ve added a section to explain how to make a career change to product management.

I’d like to thank Paulo Caroli for his interest in the subject to the point of motivating him to begin the translation of this book into English and for his kind words in the preface of this edition.

Cesar Carvalho, João Barbosa, Vinicius Ferriani, Claudio Franco, Livia Martini, and Benjamin Grol, from Gympass, thank you for inviting me to be part of this rocket ship, also an incredible source of continuous learning. And thank you Rodrigo Rodrigues and Claudio Franco, my partners in leading Gympass amazing and unique product development team.

Digital Product Management Book

Do you work with digital products? Do you want to know more about how to manage a digital product to increase its chances of success? Check out my book Product Management: How to increase the chances of success of your digital product, based on my almost 30 years of experience in creating and managing digital products.

Product Management Book

New book

Back in March I was invited by DanMarcell and Bruno to be part of a very interesting project they were initiating called PM3, an online product management course in Portuguese with 40+ hours taught by top tier Brazilian product management professionals. I accepted the invitation and taught 3 classes:

  • Introduction: covering topics such as what is product and product management, the difference between a product and a platform, and the life cycle of a product.
  • Skills: where I present not only the skills need by a product manager but also some leadership tips to lead by influence and I describe how product managers relate with other areas.
  • PM leadership: roles and responsibilities of a Product Management leadership position and the concepts, principles and tools that support these roles and responsibilities.

Both Introduction and Skills classes were somewhat easy to prepare since they were based on material from my books on Product Management in Portuguese (there’s an English version being translated) and on Startup also in Portuguese.

The third topic on PM leadership that we recorded last Saturday was not that easy to prepare. Even though I knew the topic from my 25+ years of experience, I’ve never set time apart to organize my learnings in a way I could pass it to other people so it definitely took me some considerable more effort to prepare this class. And I’m grateful to DanMarcell and Bruno for that because by making me put the effort to organize the knowledge on product management leadership make me realize that I have material to complete my trilogy. As everyone knows, a real book author has to publish at least a trilogy! 😛

Joking aside, during the preparation of the material came the idea of writing a new book called “Software product development management: the science and art of leading software product development teams”. My plan is to launch it by mid-2019. I have some of the material already published as articles here on Linkedin or in my blogs. I intend to release the book simultaneously in English and Portuguese.

Please feel free to comment below or send my an email with any topics you want me to cover in this book, so I can check if I’m not letting any important topic out.

Now, let the writing begin!

Digital Product Management Books

Do you work with digital products? Do you want to know more about how to manage a digital product to increase its chances of success? Check out my new bundle Digital Product Management with my 2 books where I share what I learned during my almost 30 years of experience in creating and managing digital products.

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Why Paulo Caroli is translating my Product Management book into English

Here’s Paulo‘s answer in his own words:

“I had the pleasure and honor to celebrate the release of my latest book together with Joca Torres, who was releasing the version of this book in Portuguese . On the release party, I got myself a copy of the book.

Unfortunately, the flight home after the party (the party was in São Paulo, and I don´t live there) was a short one. I have started reading the book and I could not stop. The cab ride was not pleasant as I kept trying to read during it.

The book is long (over 400 pages), but I finished it over the weekend. I got my mobile phone and called Joca to congratulate him on the book. We were then chatting about writing, when he asked me why I keep on writing in Portuguese and in English. I answered that

I write in Portuguese for the great people in Brazil and Portugal that mainly read in Portuguese. And I write in English for many great people around the world that read in English.

And then, right at the moment that I answered the question, I realized Joca created something really important to the software development industry that was not accessible to the English readers. Right there and then I decided to start translating (and editing) it.”

Product Management: Delight your customers with your software

Our main objective with this translation is to increase the number of books on Software Product Management available for readers all over the world. There are not many books on the topic, even in English, and we believe the content of this book is useful for people in the software industry not only in Brazil but anywhere in the world.

We are working on the first chapters but as we progress we are already releasing the content. If you want to see the work in progress, please visit the book page at LeanPub. Still in beta but already with valuable content. Feedback is always welcome!

Why I wrote a book on Software Product Management

You may be asking “Who is this guy to talk about software product management?”

I find your question quite relevant and appropriate; so here’s a little history.

I believe that my experience with software product management comes from the time of the first lines of code I wrote in the mid-1980s. Since those first computer programs, I was already worried about ease of use.

At that time, elements of interaction such as menus, windows and mouse were starting to get popular with early versions of Microsoft Windows and Mac OS. This showed me that software was not only composed of a set of instructions for the machine to execute. To make a good software, it was (and still is) needed to think about how this software will interact with its users, if it meets the objectives of those who built it, and so on.

At the end of 1992, when I was graduating in Computer Engineering at ITA, the best engineering school in Brazil, an uncle told me that he run into a very interesting computer business called BBS (Bulletin Board System). He knew nothing about computers but he understood that it had something to do with networks, and that if I found it interesting, we could start a business together. So my uncle and I, plus 2 other partners, created Dialdata BBS, which would later become one of the first internet access providers in Brazil in 1995.

During those years at Dialdata, I wrote many lines of code that turned into software, which were made available to the BBS users. I also wrote the billing system used by Dialdata employees to bill customers. Interaction with internal and external users taught me a lot about software development. It is not enough to have an idea in my head and a computer at hand to start coding the software. You have to understand what the user expects from the software, and what you and your business plan to get out of it.

In 1998, Dialdata was sold to an American company called VIA NET.WORKS, who was buying internet service providers in various parts of the world to create a global provider of Internet services and go for an IPO. At that time, I was invited to work with product management at VIA NET.WORKS.

It was the first time I had contact with the term and the product management role. My responsibility was to create a global portfolio of products from the product offerings of different companies that have been acquired by VIA NET.WORKS. It was then that I began to understand the importance of this role in technology companies in general and specifically in software development companies.

In 2005, Gilberto Mautner, who also studied at ITA, invited me to help him improve the product development process at his company, Locaweb, Brazil’s leader in web hosting and SaaS applications like email marketing and online store. Locaweb hosts approximately 25% of all Brazilian domains. Today, we have at Locaweb a portfolio of over 30 products and a team of more than 10 product managers. The full team of product development – including product managers, UX designers and software engineers – has more than 100 people. We learned a lot over the years, but the learning process is not over and I think it will never end; it is constant and continuous.

What is your purpose?

I recently read a book called How to Evaluate Your Life by Prof. Clayton Christensen, a Harvard professor and creator of the concept of disruptive innovation, which I will comment later. In this book, he tells how he realized that over the years his classmates turned out to be people unhappy with their personal lives and professionals who end up far from what they’ve had planned in college. Some had their names linked to financial and tax scandals. Others married, separated and fought in court with former spouses. And there were others who could barely keep up with the growth of their children.

This realization made him reflect on how it would be possible to increase the chances of finding happiness and satisfaction throughout life. In the book, he proposes that a way to do this is by applying some of the tools from business management to help manage the personal and professional life.

One such tool is purpose. The business purpose is the reason to exist of a particular company. Many publish this reason clearly. Google wants to organize all the world’s information and make it universally accessible and useful. Nike wants to bring inspiration and innovation to every athlete in the world, and remembers that if you have a body, you are also an athlete.

Prof. Christensen suggests that people also have a purpose that should guide their decisions throughout life, in the same way that companies should have a purpose that guides theirs. I found this concept a very interesting idea and caused me to think about my purpose. After analyzing how I invest my time and how I have pleasure and satisfaction at work, I ended up defining my purpose as:

My purpose is helping people create better software products.

So in this book I will share what I have learned throughout these almost 30 years of experience. I believe that what I’ll share will help people create better software that will achieve the goals of the software owner, at the same time meeting the needs of its users.

I know I still have a lot to learn and I want to keep learning until my last day on earth. Since learning comes from conversation and sharing experiences, I invite you to share your experiences here in the comments, or via e-mail (jtorres@jig.com.br).

Product Management: Delight your customers with your software

Paulo Caroli is translating my book on Software Product Management that I wrote in Portuguese and launched in Brazil last year. Our main objective with this translation is to increase the number of books on Software Product Management available for readers all over the world. The are not many books on the topic, even in English, and we believe the content of this book is useful for people in the software industry not only in Brazil but anywhere in the world.

We are working on the first chapters but as we progress we are already releasing the content. If you want to see the work in progress, please visit the book page at LeanPub. Still in beta but already with valuable content. Feedback is always welcome!

About my Product Management book

We are at that point in which there is software in places where a few years ago, I never imagined that there would be need and usefulness in having a software: TVs, refrigerators, stoves, cars, watches, glasses, clothing, locks, tables, chairs , medical equipment and so on. Not to mention the most obvious, the phone that is in our pockets or purses and from which we are becoming increasingly dependent.

The ubiquity of software is now a reality; the software permeates numerous activities and objects of our daily lives. I think one can say that 100% of the population has their lives affected by software, and much of this population has frequent contact with software. According to the report We Are Social 2015, even underdeveloped regions like Africa already have more than 25% of its active population on the Internet.

Even with this evidence that the software is part of the life of every person on the planet, I still have the impression that we do not give it due attention and care. Think of all the times you used a software over the past seven days. Have you had any frustrating experience with it? I’m sure you did.

I have frustrating experiences with software on a daily basis. Even software made by experts on the topic of software development Ð such as Google, Facebook and other companies that were born and raised making software and that are often cited as references when we discuss software development process Ð cause us frustration.

Why does this happen?

Software development has evolved a lot over the years. Talking about processes, we had waterfall where each phase of the software development occurred sequentially. The distance between the need that generated the demand of the software development and the software itself was huge.

At the beginning of this millennium we begin experiencing with agile methodologies, which turned the software development process into a cycle with short interactions that promote continuous feedback. This helped considerably to bridge the gap between the need that generated the demand of software development and the software itself.

In terms of the aspects taken into consideration in the software development we also evolved a lot. In the beginning software was developed by teams composed exclusively of software developers. In fact, it was not uncommon these teams are composed of a single person. We increasingly see multidisciplinary teams working together in the development of software; which is very good because it brings new insights to the software being developed.

On one hand, the concern with the user, her goals when using the software and her interactions with this software are taken care by user experience professionals, or UX.

On the other hand, the concern about software operation, i.e., where this software will run and what performance and availability it needs to have, brought system administration professionals (SysAdmins) closer to the software development process. This proximity between software operation and software development is what gave rise to the term and DevOps culture.

So we deliver software more frequently, and brought UX and SysAdmins into the software development process; but is this really enough? How do we tell the world, or better, for people who can benefit from this software, that this software exists? How do we take care of your legal issues? When a user has a problem with the software, how do we help her? How do we manage the return it will bring? How to ensure that the software meets the objectives of its owner while it also meets the needs of its users?

Software product management

Thinking about these issues, some companies that are considered experts on software development began to adopt a new expertise in its software development process, Software Product Management. This role aims to ensure that software being developed meets the objectives of its owner while it also meets the needs of its users.

In addition, a person in this role has to consider all aspects of the software that I mentioned earlier. Some agile methodologies such as Scrum, have the role of the Product Owner, whose main responsibility is to prioritize items to be developed. In a way this is what a Software Product Manager does, but there’s a little bit more to be be covered by this role.

That’s what I’ll talk about in this book. 🙂

Who will benefit from reading this book?

This book is recommended for anyone who works with software. It is for people who are product managers, since every product manager knows that there is always plenty to learn. And even those who have good knowledge of all the topics presented in the book may benefit from reviewing the topics.

This book is also recommended for anyone who is willing to get into the product management career. I believe this book can relieve some of the anxiety of those who are considering becoming product manager, and is not sure what she will do and what other people expect of her.

I believe that even people who are not and are not planning to become product managers will also benefit from this book, understanding what a person in this position does in the software life cycle and how a product manager should relate to other areas.

Note that I said this book is suitable for anyone working with software. Even companies that do not have software as its core business use software in their day to day and often have developed some software that interfaces with its customers such as a website or a mobile application. It is important for these companies to understand the software product management role and responsibilities, so they can better manage this software and increase its chances of success.

This book does not pretend to cover all the topics extensively. If it did so, it would probably have to be in a collection of books. My goal is to talk about the main topics related to software product management, deepening on some specific topics and providing various additional reading suggestions.

In some places the book will refer to Agile software development and the role of PO (product owner). I believe that the knowledge of software development process and the different roles involved in this process is not necessarily a prerequisite for reading this book, but it is certainly a knowledge that will help increase the chances of success of your software. If you want to delve into the subject, I recommend the book “Learning Agile: Understanding Scrum, XP, Lean, and Kanban” by Andrew Stellman, Jennifer Greene. In addition to explaining the principles behind agile culture it also presents Scrum, XP, Lean and Kanban, the four most popular agile methodologies and how to spread the agile culture throughout the company. Recommended reading.

Book structure

I wrote the book with the following structure:

  • Part I – Definitions and requirements: to start I will define some keywords like software, product, platform, product management, among others. In this part, I will also talk about the characteristics of a good product manager, and I will give some tips to product managers on leadership and organizational culture.
  • Part II – Life cycle of a software product: in this part of the book I will describe the life cycle of a software product and the stages of this cycle: innovation, growth, maturity and end of life. I’ll talk about what is innovation, how to find a problem to solve, how to find out if it is indeed an opportunity to be pursued and how to get return from your software product. In the growth phase, when the product was developed and launched, we should worry about how to manage the product during its growth, i.e., how to manage feedback? What is a roadmap? How to prioritize the demands? What to do with special requests? How to say no? Metrics to track? After the growth comes maturity. Why maturity happen? What to do if the product reaches that stage? After maturity, or when the product is developed but does not find enough demand, comes a phase named end of life of a software product. We will see how to detect and what to do in this phase of the cycle. In the end, when we know all stages of a product’s life cycle, I’ll show the difference between startup and software product management.
  • Part III – Relationship with other areas: how product managers relate with all different business roles, such as engineering, UX, product marketing, project management, operations, sales, legal, finance, HR and administration?
  • Part IV – Product portfolio management: why some companies decide to have more than one product? How they manage this portfolio of products? Why other companies prefer to focus on a single product? Focus or diversification, which is the most appropriate strategy? How to organize the product development team according to the chosen strategy? These issues are what I consider advanced topics of software product management, and that is what we will see in the chapters that make up this part of the book.
  • Part V – Where to use software product management: does software product management can only be used by companies that sell software products and only in the development teams that develop software that are commercialized as products? Or would other companies benefit from treating their software as a product and using the product management techniques to increase the chances of success of their software? And where should we put the software product management in a company? In marketing? In the technical area? These will be the themes of the final chapters of the book

This sequence has a logical order and some chapters reference topics covered in previous chapters. For this reason, I recommend the sequential reading of the book. However, the chapters can also be read independently. If you are very curious to read about a particular topic, feel free to jump straight to the relevant section.

Enjoy!

Product Management: Delight your customers with your software

Paulo Caroli is translating my book on Software Product Management that I wrote in Portuguese and launched in Brazil last year. Our main objective with this translation is to increase the number of books on Software Product Management available for readers all over the world. The are not many books on the topic, even in English, and we believe the content of this book is useful for people in the software industry not only in Brazil but anywhere in the world.

We are working on the first chapters but as we progress we are already releasing the content. If you want to see the work in progress, please visit the book page at LeanPub. Still in beta but already with valuable content. Feedback is always welcome!

The book is on the table

English version below…

A bem da verdade, não está em cima da mesa, mas está no LeanPub. O Paulo Caroli está trabalhando na tradução para o inglês do meu livro sobre gestão de produtos.

title_page

Nosso objetivo com essa tradução é aumentar a literatura disponível sobre o tema Gestão de Produtos. Há poucos livros sobre o tema, mesmo em inglês, e acreditamos que essa tradução pode ser útil para pessoas da indústria de software não só no Brasil, como em todo o mundo.

Ainda estamos nos primeiros capítulos, mas se vc quiser acompanhar a tradução e a publicação, basta visitar a página do livro lá no LeanPub.

Se vc tem amigos de outros países que não falam Português, mas que se interessam pelo tema Gestão de Produtos de Software, fique à vontade para indicar o livro Product Management: Delight your customers with your software. Ainda em Beta, mas já com conteúdo interessante. Feedbacks são muito bem vindos!

English version

“The book is on the table” is a phrase that every Brazilian who learns English is faced with when learning about use of preposition in English language. Hence the title of this article. 🙂

However, the book is not on the table. The is at LeanPub. Paulo Caroli is translating my book on Software Product Management that I wrote in Portuguese and launched in Brazil last year.

Our main objective with this translation is to increase the number of books on Software Product Management available for readers all over the world. The are not many books on the topic, even in English, and we believe the content of this book is useful for people in the software industry not only in Brazil but anywhere in the world.

We are working on the first chapters but as we progress we are already releasing the content. If you want to see the work in progress, please visit the book page at LeanPub.

And if you have friends who don’t read in Portuguese but are interested in Software Product Management topic, please feel free to point them to Product Management: Delight your customers with your software. Still in beta but already with valuable content. Feedback is always welcome!

Promoção de carnaval

Vc é daqueles que não curte muito carnaval e aproveita o feriado para por a leitura em dia? Pensando em vc, o pessoal da Casa do Código criou uma promoção especial de carnaval. São 10% de desconto na compra de qualquer livro do catálogo deles. Basta usar o código CARNACODIGO2016, que é válido até dia 10 de fevereiro.

Para quem não lembra, a Casa do Código é a editora dos meus dois livros:

Guia da Startup: Como startups e empresas estabelecidas podem criar produtos web rentáveis

Gestão de produtos de software: Como aumentar as chances de sucesso do seu software

Bom carnaval e boa leitura!

Gestão de produtos pra quê?

Quando o livro ficou pronto, algumas pessoas me perguntaram pra que serve o livro e pra quem esse livro é indicado. Posto aqui uma parte da introdução que responde essas perguntas.

Pra quem?

Este livro é indicado para qualquer pessoa que trabalhe com software. Ele serve para pessoas que são gestoras de produto, pois todo gestor de produto sabe que sempre há muito por aprender. E mesmo aqueles que já conheçam bem todos os temas apresentados aqui poderão tirar proveito revendo algum assunto.

Este livro também é indicado para qualquer pessoa que esteja querendo entrar na carreira de gestor de produto. Acredito que ele possa tirar um pouco da ansiedade de quem estiver pensando em se tornar gestor de produto, e não sabe ao certo o que fará e o que as outras pessoas esperarão dele.

Lembro uma vez de um amigo meu que era desenvolvedor de software e decidiu virar gestor de produtos. Ele disse que, nos primeiros meses, ele não entendia o que estava fazendo. Acostumado a medir o progresso do seu trabalho com código em produção, ao assumir a gestão de produtos, ficou perdido sem entender como medir se ele estava de fato entregando algo. Chegou inclusive a pensar em voltar a ser desenvolvedor de software. Já vi casos de pessoas que experimentaram por dois ou três meses e voltaram à função anterior.

Acredito que mesmo as pessoas que não são e não pretendem ser gestoras de produto também poderão tirar proveito deste livro, entendendo o que essa função faz e como ela ajuda no sucesso do seu software.

Note que eu disse que este livro é indicado para qualquer pessoa que trabalhe com software. Mesmo empresas que não têm software como seu core business utilizam software no seu dia a dia e, não raro, desenvolveram algum software que tem interface com seus clientes como, por exemplo, um site e/ou um aplicativo mobile onde seus clientes acessam e consultam informações. É importante para essas empresas entenderem a função de gestão de produtos de software, para elas poderem gerir melhor esse software e aumentar suas chances de sucesso. Ou seja, esse livro é útil também para empresas que têm um software feito sob demanda, mesmo que o software não seja seu ::core business::.

Outro público para quem esse livro pode ser bem útil são as pessoas que trabalham com desenvolvimento de software feito sob demanda, as consultorias de desenvolvimento de software, pois o que é desenvolvimento de software sob demanda para a consultoria, é o produto de software para o cliente dessa consultoria. Na minha opinião, é obrigação das consultorias de software não só usar essa função durante o processo de desenvolvimento do software do seu cliente, como também ensinar o seu cliente a como exercer essa função, já que seu cliente irá ser dono de um produto de software.

Pra quê?

A resposta a esse pergunta é bem simples, pois é o subtítulo do livro, Gestão de Produtos serve para aumentar as chances de sucesso do seu software.

Interessou? Então peça sua cópia hoje mesmo no site da editora, a Casa do Código.

Livro disponível!

Desde a última sexta-feira, dia 30/10, está disponível para compra o meu novo livro Gestão de produtos: Como aumentar as chances de sucesso do seu software.

Nesse dia, durante a 2ª ProdConf, tive a oportunidade de ver o livro pronto! Ele ficou lindo, graças ao trabalho da Vivian Matsui e da Bianca Hubert que, junto com o Adriano Almeida, fizeram toda a editoração do livro usando um formato bem moderno, novidade da Casa do Código.

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Tirei algumas fotos do livro impresso para mostrar como ficou lindão!

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O Paulo Silveira escreveu um prefácio muito legal.

O livro acabou ficando com 424 páginas, divididas em 5 partes:

  • Definições e requisitos: para começar, defini algumas palavras chave como software, produto, plataforma, gestão de produtos entre outras. Nessa parte falo também sobre as características de um bom gestor de produto e dou algumas dicas para gestores de produto sobre liderança e cultura organizacional.
     
  • Ciclo de vida de um produto de software: nessa parte descrevo como é o ciclo de vida de um produto de software e quais são as fases desse ciclo de vida: inovação, crescimento, maturidade e fim de vida. Sobre inovação, falo sobre o que é inovação, como encontrar um problema a ser resolvido, como descobrir se esse problema é de fato uma oportunidade a ser perseguida e como obter retorno com seu produto de software. Na fase do crescimento, quando o produto foi desenvolvido e lançado, devemos nos preocupar em como gerenciar o produto durante seu crescimento, ou seja, como gerenciar o feedback. O que é um roadmap? Como priorizar as demandas? O que fazer com pedidos especiais? Como dizer não? Que métricas acompanhar? Após o crescimento vem a maturidade. Nessa parte explico quando acontece a maturidade e o que fazer se o produto chegar nessa fase. Depois da maturidade, ou quando o produto é desenvolvido mas não dá certo, chega a fase conhecida como fim de vida de um produto de software. Nessa parte mostro como detectar e o que fazer nessa fase do ciclo de vida de seu produto. No final dessa parte, quando você já conhecerá todas as fases do ciclo de vida de um produto de software, vou mostrar qual a diferença entre startup e gestão de produtos de software.
     
  • Relacionamento com as outras funções: Como o gestor de produtos deve se relacionar com as diferentes funções da empresa? Engenharia, UX, marketing de produtos, gestão de projetos, vendas, jurídico, financeiro e atendimento.
     
  • Gestão de portfólio de produtos: Por que algumas empresas decidem ter mais de um produto? Como elas fazem para gerenciar esse portfólio de produtos? Por que outras empresas preferem se focar em um único produto? Foco ou diversificação, qual é a estratégia mais apropriada? Como organizar o time de desenvolvimento de produtos de acordo com a estratégia escolhida? Esses temas são os que eu considero como sendo tópicos avançados de gestão de produtos de software, e é o que você verá nos capítulos que compõem essa parte do livro.
     
  • Onde usar gestão de produtos de software: Será que gestão de produtos de software só pode ser usado por empresas que comercializam produtos de software e somente nos times de desenvolvimento de software que desenvolvem softwares que irão ser comercializados como produtos? Ou será que outros tipos de empresa se beneficiariam de pensar em seu software como um produto e de usar as técnicas de gestão de produtos de software para aumentar as chances de sucesso dos softwares que desenvolvem? E onde devemos colocar a gestão de produtos de software em uma empresa? No marketing? Na área técnica? Esses serão os temas dos capítulos finais do livro.
     

Garanta já o seu exemplar e depois me conte o que achou! Preço especial de lançamento é a partir de R$ 29,90, menos de U$ 10,00!…

Boa leitura! 🙂