Great product managers are action-oriented and passionate about delivering results.

Not trusting the engineers’ estimates and promising other teams that the work will be done sooner than the engineers agree to is one of the fastest ways to ruin your relationship with the team.

Marketing folks focus on getting users into the product, while product managers define what happens once the user is in the product.

Prioritization is one of the product manager’s most important functions at this point; if the team were to fix every bug and build every new feature idea, the product would never launch. The PM needs to consider all of the new requests and decide if they should be prioritized for the current release or punted to a later time.

Ask about who you’ll be working with on your core and extended team. Find out how much of your time will be spent writing specs and how much you’ll be working with designers. Learn where the balance is between PMs, designers, and engineers in making product decisions.

Customer Purchase Decision Making Process helps us understand the buying process and gives us an “entry point” for boosting sales. Marketing Mix (4 Ps) describes the different aspects of a company’s marketing plan. SWOT Analysis offers a framework for analyzing a strategic decision. Five Cs (Situational Analysis) gives an overview of the

Approximate Value Data 300 million US Population 3 Average People per Household (US) 100 million # Households in the US 80 years Life Expectancy (US) 65 - 70 years Life Expectancy (World) 7 billion World Population 700 million European Population 4 billion Asia Population 9000 Hours in a Year 500,000 Minutes in a Year --- Company Revenue ---

Salary Increase Interviewer: “A recent college graduate makes $65,000 per year. If she gets a raise of 9% per year, how long until her original salary has doubled?” Candidate: “We can apply the Rule of 72 here. 72 divided by 9 is 8. So it will take about 8 years.” Answer: The precise answer would be that it takes 8.05 years for her salary to

Leadership & Influence Leading and influencing others is perhaps the most essential responsibility of a PM, so it’s no wonder these questions come up so often. A product manager, unlike a people manager, often needs to influence others without direct responsibility over them, so an interviewer will want to understand what tactics you use to build