What is product management?

Product management is choosing what gets built, and what does not. You start from the user and the job the product does for them, and you turn that into a vision, a roadmap, and a requirement a team can start. This course takes you from the user to the launch.

Why does this role matter?

A roadmap that is only a wish list breaks a team a little every quarter. Someone has to choose, say no with a reason, and keep the launch tied to a person who will use it. That is the seat this course prepares you for.

What skills does this course build?

You will practise discovery, a roadmap based on results, a requirement without a hidden guess, and a conversation with a sponsor about a cut. You do not need the product title yet. You do need one product you know.

How is a product manager different from a business analyst?

The analyst writes the need so it can be built. The product manager decides whether it should be built, and in what order. Many people in this course are analysts making that move. The writing still matters. The decision is the new part.

What will I leave with?

An opportunity map for your own product, a roadmap a leader can read in one sitting, a product requirement with the guess taken out, a launch note and the measure for the first two weeks, and a capstone you can take into an interview.

Which ways of working does this course use?

Discovery, then delivery. You will use an agile rhythm for the build, and you will still write the vision and the requirement so the sprint has something to serve. The method is there to force a choice, not to decorate a slide.

How do you find out what to build?

You talk to the people who have the problem, you look at what they already do instead, and you test the need before a team spends a quarter on it. A feature request is not yet a discovery.

What is your part once building starts?

You keep the goal in the sprint, you answer the question the story did not, and you stop a slice that the evidence no longer supports. You do not become the project manager, and you do not disappear until launch.

How do you work with stakeholders?

You name who decides, including the user who is not in the meeting. You say the cut out loud. A stakeholder map that hides the disagreement is not a map.

What is the difference between a feature and an outcome?

A feature is something the product does. An outcome is the change for the user or the business. A roadmap of features grows without a finish. A roadmap of outcomes can be cut, and you can say why.

Which tools will I use?

A page, a board, and a backlog. The brand of the tool is not the course. You will leave with the artefacts, in a form a leader and a team can both read.

How does this change what gets built?

Fewer items, chosen on purpose. A launch with a number you will watch. A reason, written down, for what you refused. Dates and the fee are on this page.

Do you guarantee a job after a cohort?

No. We publish dates, prices, refund terms and consented stories. Placement and income claims are not part of this academy.

What time zone are live sessions in?

Source zone is America/Toronto unless a cohort says otherwise. Session times always name that zone. Convert in your own calendar from the ICS on the cohort card.

Can I join a waitlist if a cohort is full?

Yes. Waitlist captures name, email and optional phone. It does not take payment. Seats that free up are offered in join order.

How does early-bird pricing work?

If a cohort has an early-bird price and the cut-off has not passed (server date at payment), checkout charges the early-bird amount. The cart may still show list price until quote.

What is the refund window?

Full refund before the published cut-off relative to the cohort start; after that the published bands on the Refund page apply. Checkout requires you to accept that policy.

Product · NGS-1009

Product Management Essentials

A wish-list roadmap breaks a team's heart a little every quarter. This course takes you from the user to the launch: who it is for, what you will build, what you will refuse, and how it reaches them. You leave with the pack, and a piece of work you can show.

24 hours
Practitioner
Live virtual
October 17 — November 1

Benefits

An opportunity map for your own product, not a sample.
A roadmap a leader can read in one sitting.
A product requirement with the guess taken out.
A launch note and the measure for the first two weeks.
A capstone you can take into an interview.
A certificate when you finish.

Course overview

24hours

1
Introduction to product management
2
Your market and your users
3
Strategy and vision
4
Discovery and validation
5
Roadmaps and planning together
6
Requirements and the product document

This is one product course, not two. It is for analysts, project managers, marketers, and designers who are ready to choose what gets built. You start with the user and the market. You write a vision, test the problem before a team spends a quarter on it, and turn that into a roadmap that is a set of choices. You draft the product requirement, sit with design and the sprint, read the numbers, and plan the launch. You practise saying no. The last piece is a capstone on a product you know: the problem, the smallest version, and the reason you cut the rest. You enrol in the whole course. The chapters are how you get to the pack. Live, with an instructor. The dates and the fee are on this page.

Outcomes

What you will be able to do when the course ends. This is not the list of things you take home. That list is Benefits, at the top of the page.

1You can run a round of discovery that changes what you decide to build.
2You can write a vision and a roadmap based on results, not a wish list.
3You can write a product requirement a team can build from.
4You can explain to a leader why something was cut.
5You can plan a launch and name the number you will watch.
6You can present the problem, the choice, and the smallest version.

Curriculum

Every chapter is listed here. You enrol in the whole course, not one chapter.

Module 1
Introduction to product management
What the job is, and the life of a product from idea to retirement.
- What product management isThe person who chooses the problem, not the person who only writes the ticket.
- The product lifecycleIdea, build, launch, growth, and the day you stop.
- An exercise on a product you knowName the user, the job, and the decision you do not own yet.
Module 2
Your market and your users
Who pays, who uses it, and the research that tells them apart.
- Market researchWho else solves this, and what they charge, before you invent a category.
- User research and personasA person with a job to do, not a stock photo and an age.
- A workshop on your usersYou leave with three people you could interview, and the question you would ask.
Module 3
Strategy and vision
A direction a team can repeat, and how the product makes money.
- Vision and strategyWhere the product is going, and the bet you are making this year.
- Business models and how it makes moneyWho pays, for what, and what happens if they stop.
- Say the strategy in one sittingA page a leader can repeat without your slides.
Module 4
Discovery and validation
Find the problem, then test it before you build.
- Finding the problemInterviews, complaints, and the workaround people already use.
- Validation and experimentsA small test before a quarter of build.
- A validation workshopYou design one test for the product you brought.
Module 5
Roadmaps and planning together
A roadmap that is a set of choices, built with the people who deliver it.
- What a roadmap is forOutcomes and sequence. Not a wish list with dates painted on.
- Building it with the teamEngineering, design, and the sponsor in the choice, not only in the announcement.
- A roadmap workshopNow, next, and later, for your product.
Module 6
Requirements and the product document
Write what will be built so design, engineering, and the sponsor share one page.
- A product requirement people can build fromProblem, user, outcome, and what is out of scope.
- Documents and the toolsA page, a board, a backlog. The tool is not the requirement.
- A requirements workshopYou draft one requirement and hear what a builder would still have to guess.
Module 7
Agile and how the product gets built
Your part in the sprint, and how you work with the team.
- Agile for the product managerWhat you owe the sprint, and what you must not dump into it.
- Working across the teamDesign, engineering, and the analyst, and who decides when they disagree.
- A sprint-planning exerciseA goal, a slice, and the work that waits.
Module 8
Analytics and the numbers
Which measures matter, and how you read them without fooling yourself.
- The measures that matterUse, value, and the number that would change your mind.
- Reading the dataA drop, a spike, and the question you ask before you celebrate.
- A numbers workshopPick three measures for your product and say what you will do if they move.
Module 9
Design and the experience
Enough of the user path that you can work with a designer, not around them.
- The user pathEnough of the journey to see where people stop.
- Working with designA brief a designer can use, and the feedback that is not a redraw.
- A design workshopOne flow, marked where the user hesitates.
Module 10
Frameworks you can actually use
A small set of methods, applied to your product, not collected as names.
- Everyday methodsOpportunity, priority, and a story map. Use one, do not collect ten.
- Strategy methodsWhere to play, and how you will win, on one page.
- Apply one to your productThe framework has to change a decision, or you drop it.
Module 11
A real case
Another company's product, taken apart, so you can see the decisions.
- A product taken apartThe choice they made, the user they ignored, and what it cost.
- What you would do differentlyOne change, with a reason a sponsor could accept.
- Advice you can use on MondayHow people in the seat actually spend the week.
Module 12
Go-to-market and launch
How it reaches the people it is for, and what launch day actually is.
- Who it is for, and how they hear about itA launch is a sequence, not a post.
- Launch day and the messageWhat you say, to whom, and what you watch in the first week.
- PriceWhat you charge, and what that says about who the product is for.
- A launch planYou draft the first two weeks for your product.
Module 13
Growth and optimisation
After launch: what you change, what you test, and what you stop.
- Growth after the launchHow more of the right people find it, and stay.
- ExperimentsOne change at a time, and a reason to stop.
- A growth workshopOne bet for the month after launch.
Module 14
Stakeholders and how you speak
The map of who decides, and a conversation a sponsor can follow.
- Who decidesA map: sponsor, team, sales, and the user who is not in the meeting.
- Talking to a leaderThe decision you need, the risk, and what you are not asking them to do.
- A conversation exerciseYou say the cut out loud.
Module 15
What is changing in the job
AI in the work, and the habits that will still matter.
- AI in the product workDrafts, research, and the decision you still make yourself.
- What is not going awayThe user, the trade-off, and the sentence a team can build from.
- A discussion on your productWhere a tool would help, and where it would invent a requirement.
Module 16
Leadership and the next role
How the seat grows, how you interview, and the kit you keep.
- How the seat growsAssociate, product manager, and the lead who is responsible for more than one product.
- The interview and the ethicsA story from your capstone, and the line you will not cross for a metric.
- The kit you keepRoadmap, requirement, research notes, and the measures. Yours, not a template you never open.
Module 17
Capstone
Your product, from the problem to a roadmap, said to the room.
- The problem and the researchWho it is for, what you heard, and the journey as it is today.
- The choice and the smallest versionWhat you will build first, and what you will not.
- The roadmap and the reviewYou present it. The room tells you what is still a guess.

Schedules for Product Management Essentials

PME-2610

Product Management Essentials

16 seats open

Shailesh Gabhane

Founder · Lead Trainer

English

Trainer profile

Where and when

Sat, Oct 17, 2026 — Sun, Nov 1, 2026
Sat–Sun · 09:00–13:00 ET
Zoom
Live virtual · Toronto

More details

$1,695

Outcomes

You can run a round of discovery that changes what you decide to build.You can write a vision and a roadmap based on results, not a wish list.Live online24 hoursPost-course resources & support

PME-2701

Product Management Essentials

16 seats open

Shailesh Gabhane

Founder · Lead Trainer

English

Trainer profile

Where and when

Sat, Jan 9, 2027 — Sun, Jan 24, 2027
Sat–Sun · 09:00–13:00 ET
Zoom
Live virtual · Toronto

More details

$1,695 early bird

$1,495

Outcomes

You can run a round of discovery that changes what you decide to build.You can write a vision and a roadmap based on results, not a wish list.Live online24 hoursPost-course resources & support

Who can attend

Built for people like you

You will get the most from this ifBusiness analysts, project and program managers, marketers, designers, and associate product managers.

What to bringYou work in analysis, delivery, marketing, or design. You do not need a product title yet. Bring one product you know.

Instructor

Shailesh Gabhane

Founder · Lead Trainer

CBAP, PMP, CSPO

Delivery practitioner who built NGSB so working adults in the GTA could see a clear path into BA, PM and agile roles — without guessing the next step.

Ask a question

About this instructor and this programme. A person replies.

Reviews

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With this course

Add-ons

These are the extras for this course. They are not included in the fee. You can add one when you enrol.

Mentoring — 4 hours
Four 1:1 hours with faculty after the cohort. Career or delivery.
$480
Resume and interview studio
Canadian-market resume pass plus a recorded mock panel.
$349

You are one roadmap away from deciding what gets built. Leave with the pack, and the reason you cut what you cut.

FAQ’s

What is product management?: Product management is choosing what gets built, and what does not. You start from the user and the job the product does for them, and you turn that into a vision, a roadmap, and a requirement a team can start. This course takes you from the user to the launch.
Why does this role matter?: A roadmap that is only a wish list breaks a team a little every quarter. Someone has to choose, say no with a reason, and keep the launch tied to a person who will use it. That is the seat this course prepares you for.
What skills does this course build?: You will practise discovery, a roadmap based on results, a requirement without a hidden guess, and a conversation with a sponsor about a cut. You do not need the product title yet. You do need one product you know.
How is a product manager different from a business analyst?: The analyst writes the need so it can be built. The product manager decides whether it should be built, and in what order. Many people in this course are analysts making that move. The writing still matters. The decision is the new part.
What will I leave with?: An opportunity map for your own product, a roadmap a leader can read in one sitting, a product requirement with the guess taken out, a launch note and the measure for the first two weeks, and a capstone you can take into an interview.
Which ways of working does this course use?: Discovery, then delivery. You will use an agile rhythm for the build, and you will still write the vision and the requirement so the sprint has something to serve. The method is there to force a choice, not to decorate a slide.
How do you find out what to build?: You talk to the people who have the problem, you look at what they already do instead, and you test the need before a team spends a quarter on it. A feature request is not yet a discovery.
What is your part once building starts?: You keep the goal in the sprint, you answer the question the story did not, and you stop a slice that the evidence no longer supports. You do not become the project manager, and you do not disappear until launch.
How do you work with stakeholders?: You name who decides, including the user who is not in the meeting. You say the cut out loud. A stakeholder map that hides the disagreement is not a map.
What is the difference between a feature and an outcome?: A feature is something the product does. An outcome is the change for the user or the business. A roadmap of features grows without a finish. A roadmap of outcomes can be cut, and you can say why.
Which tools will I use?: A page, a board, and a backlog. The brand of the tool is not the course. You will leave with the artefacts, in a form a leader and a team can both read.
How does this change what gets built?: Fewer items, chosen on purpose. A launch with a number you will watch. A reason, written down, for what you refused. Dates and the fee are on this page.
Do you guarantee a job after a cohort?: No. We publish dates, prices, refund terms and consented stories. Placement and income claims are not part of this academy.
What time zone are live sessions in?: Source zone is America/Toronto unless a cohort says otherwise. Session times always name that zone. Convert in your own calendar from the ICS on the cohort card.
Can I join a waitlist if a cohort is full?: Yes. Waitlist captures name, email and optional phone. It does not take payment. Seats that free up are offered in join order.
How does early-bird pricing work?: If a cohort has an early-bird price and the cut-off has not passed (server date at payment), checkout charges the early-bird amount. The cart may still show list price until quote.
What is the refund window?: Full refund before the published cut-off relative to the cohort start; after that the published bands on the Refund page apply. Checkout requires you to accept that policy.

Product Management Essentials

Benefits

Course overview

Outcomes

Curriculum

Schedules for Product Management Essentials

Product Management Essentials

Product Management Essentials

Built for people like you

Shailesh Gabhane

Ask a question

Reviews

Add-ons

You are one roadmap away from deciding what gets built. Leave with the pack, and the reason you cut what you cut.

FAQ’s

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