Marty Cagan

It doesn't matter how good your engineering team is if they are not given something worthwhile to build.

We need teams of missionaries, not teams of mercenaries.

To be absolutely clear, the product manager is not the boss of anyone on the product team.

Just as you need to know the language of computing, you also need to know the language of business. If you have never done so, you need to take a course in the basics of business finance.

Rather than being measured on the output of their design work, the product designer is measured on the success of the product.

Modern product marketing managers represent the market to the product team—the positioning, the messaging, and a winning go‐to‐market plan. They are deeply engaged with the sales channel and know their capabilities, limitations, and current competitive issues.

These are called outcome‐based roadmaps.

Outcome‐based roadmaps are essentially equivalent to using a business objective–based system such as the OKR system. It's the format that's different more than the content.

different functional organizations (such as design, engineering, or quality assurance) have larger objectives (such as responsive design, technical debt, and test automation), they should be discussed and prioritized at the leadership team level along with the other business objectives, and then incorporated into the relevant product team's objectives

Answering these questions is the responsibility of the product manager, and it normally takes a few minutes to prepare these answers. But then the product manager needs to share them with her product team and with key stakeholders to ensure you are on the same page