Inspired: How To Create Products Customers Love

INSPIRED: How to Create Tech Products Customers Love [Marty Cagan] on leondumoulin.nl *FREE* shipping on qualifying offers. How do today's most successful.
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Marty speaks from personal experience from Netscape to eBay, but also from his advice work running Silicon Valley Product Group. Must read for Fantastic, compact summary of principles successful tech companies use breaking their work between small, focused product teams. Must read for onboarding people new to setting work up around products, but also for experienced PMs and product team members to refresh the structure around basics: Jan 21, Ruslan Khalilov rated it it was amazing. That's a book I would recommend to people who want learn about good practices in Product Management.

It's just real meat, real experience, insights about PM in top companies in Silicon Value. During the time when almost everyone has an opinion about what does it mean "building a great product", Marty Cagan shows that there is a basic foundational knowledge that you need to learn and execute in order to build some That's a book I would recommend to people who want learn about good practices in Product Management. During the time when almost everyone has an opinion about what does it mean "building a great product", Marty Cagan shows that there is a basic foundational knowledge that you need to learn and execute in order to build something meaningful.

The narrative is written in a non-formal way, so you can read the whole book pretty fast.

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More than that, Marty created a web-page where you can find more info, links, etc. Have a good read! Apr 11, Ivonne rated it it was amazing Shelves: Los ejemplos del libro son muy valiosos y su lenguaje no espanta, no enreda y no te hace sentir ignorante. Has a lot of great advice for anyone curious about how to build something, not just for product managers. One of my favorite things about this book is the amount of concrete, actionable pieces of advice, as opposed to big lofty guiding principles that sound great but leave you wondering what to do next.

It is definitely a guide for every product manager. If you are a PM or wants to be one, definitely read it! The book addresses the most important questions I had regarding product management. What I found very interesting is that it mixes very strong statements regarding one topic with a "there is no right answer" for other topics, what generates a lot of credibility to me.

Apr 28, Greg Brown rated it really liked it. Read this book for work, and it really is the best book on how to create products out there. A ton of useful advice encapsulated in a good theoretical framework. Helped crystallize many of my existing intuitions while giving them the rigor and depth needed for actual practice. Recommended if you want to make good things! Mar 01, John rated it it was amazing. Great book on how to be a good product manager.

Mar 23, Kresimir Mudrovcic rated it really liked it. Interesting, insightful, easy to read and digest, useful tips for anyone who is into Product Management or startups. Jun 14, John added it. Jun 28, Adam added it. Give great information on details of Product Management.

Sep 27, Marek rated it liked it Shelves: Well written product management crash-course for beginners. Dec 16, Dave Bolton rated it really liked it. A good concise overview of software product development, that doesn't pander to any particular group in the chain. Going to order some copies for my team.

If you've read the Lean Startup book by Eric Ries, this book goes into another dimension of the same concept around MVP's and validating your hypotheses early in order to mitigate the wasted efforts, time, and dollars spent on delivering a product that is not a great fit. The credentials are strong. To summarize the golden nuggets from this highly insightful book about Product Discovery I'll offer 3 If you've read the Lean Startup book by Eric Ries, this book goes into another dimension of the same concept around MVP's and validating your hypotheses early in order to mitigate the wasted efforts, time, and dollars spent on delivering a product that is not a great fit.

To summarize the golden nuggets from this highly insightful book about Product Discovery I'll offer 3 key points: Great products are built on a continuous discovery process where changes are delivered incrementally and validated with reference customers over time. A product should not simply be a result of a feature list that are gathered from asking a customer what they want. It should be incremental insights gathered from proper product discovery techniques with a set of real and unbiased 'reference customers' interacting with the high-fidelity prototype rather than a consumer survey.

Book review: “Inspired: How To Create Tech Products Customers Love”

This is simply because we need to observe the user "in the wild", as opposed to letting them shift into "critique mode" and tell you what they like or don't like. There are 4 main risks that new products face: The best way to mitigate Value Risk is to prove your MVP with a set of Reference Customers early on and iterate it until they love the product. The act of them loving the product can be measured by them agreeing to recommend the product to their friends, colleagues, family members; or to hand over their credit card to pre-purchase the product; or to sign a contract to purchase the product when it's available.

To make a product that sells involve delivering a solution that solves an existing problem for a group of customers an order of magnitude better than an incumbent product such that the pain of uprooting from the existing product is overcompensated by the added value of the new product. A great example would be Facebook advertising over TV commercials.

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Companies always had a hard time measuring the impact of TV commercials because there is no way to know how many of those tho watched the commercials converted to purchases. On top of that, the TV approach is about casting the net wide and spending millions of dollars while not knowing how many of the audience is in your target customer segment. Facebook Ads allow you to target the exact demographic of your customers and you can measure results from views, clicks, purchases, and make sense of the Return on Investment of your marketing investment.

Overall it's a great insight if you're currently in the Product Management world or you are aspiring to move into it. I don't even know where to start with reviewing this one; there is just so much information packed into the book! Inspired is invaluable to anyone who works for a tech company. It captures the Product Management role in a company, as well as other essential roles executives, general management, developers, designers, user experience analysts, software testers on a team in creating valuable tech products.

In an early chapter, Marty Cagan discusses how Waterfall is one of the causes for failed pr I don't even know where to start with reviewing this one; there is just so much information packed into the book! In an early chapter, Marty Cagan discusses how Waterfall is one of the causes for failed product efforts. Everything starts with ideas from executives, stakeholders, business owners. They present the desired want, and the companies prioritize ideas onto a roadmap to work on important things first and to know when things will be ready through planning sessions.

At this point, items are worked on from the highest priorities on and down. The requirements and designs are made and given to the developers who prepare the tasks in Sprints and build them out; ideas are deployed after receiving the green light from QA. With Waterfall, you get the Top 10 Biggest Problems: Stakeholder-driven products — Ideas start at the top and teams don't feel empowered 2.

Business Cases — Companies can't know the costs. It's hard for a development team to give an estimate at this point, but get pressured into doing so 3. Product Roadmaps — Companies get excited about roadmaps and start to over prioritized lists of features and projects Too many 1 priorities backed up by someone needs this, and someone needs that 4.

Requirments and Documentation — Product Managment gathering requirements and documenting 5.

Development are getting involved way too late — At this point, you're only getting about half of their value, where development is the best source, but don't get to give their input 7. Agile for delivery only — Principles and key benefits of agile enter the picture far too late. Most companies are anything but agile. There end up being many orphan projects, which do not meet the objectives 9.

Customer validation happens way too late and at the end If the product doesn't work, you can't get that time back With the depressing note of Waterfall, the book covers Agile and how it can help you create successful products.

Risks are tackled upfront, instead of at the end 2. Products are defined and designed collaboratively, rather than sequentially 3. Finally, it's all about solving problems, not implementing features How To Create Products Customers Love The job of the product manager is to discover a product that is valuable, usable and feasible. Product discovery is a collaboration between the product manager, interaction designer, and software architect.

Book review: “Inspired: How To Create Tech Products Customers Love”

Engineering is important and difficult, but user experience design is even more important, and usually more difficult. Engineers are typically very poor at user experience design — engineers think in terms of implementation models, but users think in terms of conceptual models. User experience design means both interaction design and visual design and for hardware-based devices, industrial design. Functionality product requirements and user experience design are inherently intertwined.

Product ideas must be tested — early and often — on actual target users in order to come up with a product that is valuable and usable. We need a high-fidelity prototype so we can quickly, easily, and frequently test our ideas on real users using a realistic user experience. The job of the product manager is to identify the minimal possible product that meets the objectives — valuable, usable, and feasible — minimising time to market and user complexity.

Once this minimal successful product has been discovered and validated, it is not something that can be piecemealed and expect the same results. Being able to understand and speak business language and concepts Fig. Who exactly are you trying to solve this problem for — which persona? The second aspect is the importance of creating the right product culture for success, and understanding the range of product discovery and delivery techniques available to solve customer and business problems.

Cagan shares some home truths to explain why this approach is now obsolete Fig. Cagan offers three overarching principles which help overcome the aforementioned root causes of failed product efforts:. You can see how Cagan has taken the eight steps involved in the traditional waterfall approach Fig. Ultimately, this process enables you to to get answers to four critical questions:. Apart from these four critical questions, I like the emphasis Cagan puts on business context over a traditional product roadmap. In the book, Cagan covers two main components that provide this business context:.