Scott Sehlhorst, an incisive product thinker and occasional collaborator, made this strategic map of disciplines for delivering market-winning products after reading my previous post.   It expands on my thought that product managements tools are distinct from program management tools by putting each into a relevant context.  And reminds us that Marketing and Sales are critical for converting well-validated concepts into cold cash.



Of course, some of these steps can be re-ordered, and perhaps renamed.  LeanUX folks often start by looking for problems that customers/users want solved, then filtering based on business model, then by technical feasibility.  MBA-style product managers (like me) might sort first by market size and revenue guesstimates, and then move toward user validation.