Book
Product & Delivery
Prioritisation that survives contact, writing that lets engineering start, discovery when your users are not consumers, measurement and its failure modes, dependencies and honest status, saying no well, pricing and unit economics, and scoping a non-deterministic feature.
For the Product and Delivery archetypes. Written for B2B, platform and internal contexts, which is what most postings in this atlas actually are.
CHAPTER 1
Prioritisation that survives contact
Frameworks produce rankings, not decisions. This is about the three things that actually determine what ships.
CHAPTER 2
Writing that makes engineering able to start
The product manager's real output is not the roadmap. It is the document that removes ambiguity.
CHAPTER 3
Discovery when your users are not consumers
The literature describes consumer discovery. Most postings in this atlas are B2B, platform or internal — where the method differs.
CHAPTER 4
Measuring a product
Metrics, OKRs, and the specific ways each is gamed. Named in only 14% of postings, which is itself a finding.
CHAPTER 5
Dependencies, critical path and honest status
The core of delivery work: knowing which of six teams can actually move the date.
CHAPTER 6
Stakeholders, and saying no well
The skill named in 81% of product and 90% of delivery postings — higher than anything technical.
CHAPTER 7
Pricing and unit economics
Named in 39% of product postings. The half of product management that engineers-turned-PMs most often skip.
CHAPTER 8
Scoping a feature whose core is non-deterministic
AI appears in 92% of product postings. This is the one skill that genuinely differs from ordinary product work.
CHAPTER 9
Agile, Scrum and Kanban, honestly
What each actually is, the one equation that governs delivery, and how to tell a practice that works from one being performed.
CHAPTER 10
Programme management: dependencies, risk, and the status nobody reads
Coordinating work across many teams, where it actually goes wrong, and the report format that gets read.
CHAPTER 11
Budgets, business cases and cost, for engineers who lead
Where the money actually is, how to write a business case that survives, and the cost work that is worth doing.
CHAPTER 12
Experimentation: the pitfalls you are expected to know
Win rates traced to their origin, the split that is not close enough, why novelty is the wrong first answer, and the identity that explains the most famous metric failure.
CHAPTER 13
Technical program management, and the loop for it
The role split, the one company that publishes its whole TPM loop, why the design round is different from a software one, and what is ceremony.