Gain insights into modern product management, understand common pitfalls, and learn practical techniques for product life cycles, MVPs, business modeling, and pivoting to ensure market-ready, revenue-generating products.

In this course, you will learn modern product management techniques that will allow you to bring products to the market as quickly as possible and without hassle.

You’ll start by understanding the problems and mistakes that organizations and product teams continue to create such as: scaling efforts before testing the market, building before understanding the problem, and cognitive biases in decision making.

Once you know what the mistakes are, you’ll learn how to solve them through practical examples. You’ll learn techniques around the product life cycle, conditions of an acceptable minimum viable product, business modeling, and when to kill or pivot the direction of your product. 

By the end of this course, you will have the foundations in place to bring products to the market that solve problems, generate revenue, and are built for the long haul.

Lean Product Management

## Introduction
Douglas W. Hubbard wrote a fantastic book entitled *How to Measure Anything.* In an article in the CIO magazine, he wrote:

>"Even in projects with very uncertain costs, we have not found that those costs have a significant information value for the investment decision...
The most important question is whether the project will be canceled. The next most important variable is the usage of the system, including how quickly the system is implemented and if some people will use it."

## Kill

You must kill an idea when you cannot achieve the problem-solution fit and the product-market fit. And despite several attempts, kill the project when it seems that you cannot scale sales significantly.

# Introduction
Douglas W. Hubbard wrote a fantastic book entitled *How to Measure Anything.* In an article in the CIO magazine, he wrote:

>"Even in projects with very uncertain costs, we have not found that those costs have a significant information value for the investment decision...
The most important question is whether the project will be canceled. The next most important variable is the usage of the system, including how quickly the system is implemented and if some people will use it."

# Kill

You must kill an idea when you cannot achieve the problem-solution fit and the product-market fit. And despite several attempts, kill the project when it seems that you cannot scale sales significantly.

Discover when it is advisable to kill the idea of your product.

Getting Started

The Problem

Introduction to Lean Product Management

The Product Life Cycle

Build – Measure – Learn

The Minimum Viable Product

Business Modelling

Product Metrics

Kill, Pivot or Persevere

The End

Kill

Introduction