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Inspired: How To Create Products Customers Love, by Marty Cagan
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Why do some products make the leap to greatness while others do not?
Creating inspiring products begins with discovering a product that is valuable, usable, and feasible. If you can not do this, then it s not worth building anything.
- How do you decide which product opportunities to pursue?
- How do you get evidence that the product you are going to ask your engineering team to build will be successful?
- How do you identify the minimal possible product that will be successful?
- How do you manage the often conflicting demands of company execs, customers, sales, marketing, engineering, design, and more?
- How can you adapt Agile methods for commercial product environments?
Product management expert Marty Cagan answers these questions and hundreds more as he shares lessons learned, techniques, and best practices from working for and with some of the most successful companies in the high-tech industry.
- Sales Rank: #22677 in eBooks
- Published on: 2008-06-04
- Released on: 2008-06-04
- Format: Kindle eBook
Review
"At eBay, of all of the leaders in the past decade, Marty had the most significant and lasting impact on how we create products."
- Frerk-Malte Feller, Managing Director, eBay Germany
"When it comes to creating inspiring products, Marty Cagan knows his stuff."
- Pete Deemer, Former Chief Product Officer, Yahoo! and CEO of GoodAgile
"Marty balances key product management principles, great new techniques, and examples that bring them all home."
- Jim Denney, VP Product Management, TiVo
"Marty is not only a seasoned expert on all aspects of the often ambiguous discipline of product management, his book also provides inspiration, tools and techniques, and really practical help."
- Judy Gibbons, Accel Partners
"This is a must read if you have any hope of building a company based on great products."
- Chuck Geiger, Former CTO, PayPal, Travelocity and Ask.com
"It doesn't matter how good your engineering team is if they aren t building the right products, and no one is better than Marty at helping teams discover the right products."
- Marty Abbott, Former CTO, eBay and Partner, AKF Consulting
--Back Cover
About the Author
Marty Cagan is founding partner of the Silicon Valley Product Group, where he helps companies create winning product strategies and develop the skills of their product organization as well as the techniques they use to create successful products.
During the past 20 years, Marty has served as an executive responsible for defining and building products for some of the most successful companies in the world. He was most recently senior vice-president of product management and design for eBay, where he was responsible for defining products and services for the company's global e-commerce trading site. Prior to that, Marty was vice-president of product at AOL and Netscape Communications, and a software engineer at HP Labs.
Most helpful customer reviews
4 of 4 people found the following review helpful.
There are some great pieces of information in here
By Namshub
To set expectations for this review, I am approaching this from the perspective of a designer. A product manager might have a different perspective, so I just want to make sure the right context is in place.
Overall, this is a good read, and another book discussing how an agile methodology can transform your company. There are many excellent examples of the way things can work if you are in an environment where your entire organization is ready to move in this direction. The flattened organizational proposal is interesting, but many large companies are going to have a hard time centralizing the decision making power as described. I am not saying its a bad idea, I am just trying to apply some reality. I am not sure all companies are ready for this.
This book, like many others, make it sound like it might be evolutionary to move in this direction. However, I would classify putting the practices in this book into play to be a revolutionary step, complete with all the strife and angst involved in revolution. The end result is likely beautiful, just be prepared for a rough ride.
I love the Plan of Action model, and the guidelines regarding reducing the requirements overload. These two streamlining methods have been working well.
This book really advocates for high fidelity prototyping. I agree that there is no better way to convey the choreography of a complex solution, but you must proceed with caution:
1. You need the right tools and the right people to have any hope of this succeeding. High fidelity prototypes like the ones referenced can be alarmingly difficult to build (potentially close to the real solution)
2. High fidelity prototypes can set some scary expectations regarding turn around times. We produce them when needed, but we had to step back and explain our design process to make sure everyone understood that the prototype was there to educate and communicate the concept, not speed up development.
This book is full of tools that could really take your product design and development efforts to new level, as long as you can get buy off in your organization.
0 of 0 people found the following review helpful.
I like Inspired, I think it summarizes a lot of ...
By Abelardo José Duarte Rey
I like Inspired, I think it summarizes a lot of experience that the author has gathered. It gives you a lot of topics and themes to think about. I’m asking almost everyone who reports to me to read it since I want us to use the same "product" language. There are some things that the book does not do well though.
For starters, although there are some general outlines of processes and tools, there is no in-depth knowledge. This means we are going to need to develop our own processes and fill in the gaps that may exist. Often, it will come down to the product manager preferences and experience.
Second, the book seems to follow the now popular format of turning blog articles into chapters. This explains the general shallowness of the book and why it leaves so many questions unanswered. The quality of the book degraded as chapters where thrown in. The earlier chapters are richer and organized, the later ones undisciplined and messy. Finally, the book repeats back and forth on topics, which is not a coincidence if the raw materials were blog articles.
Elaborating more on this later point. The Silicon Valley Product Group sells services and works as a consultancy company. The articles in their site are just a way to do content marketing. The aim of the book seems to be just that: to touch on many topics in a trivial way and to help the SVPG gain visibility. There are a lot of links to the website all through out the book which reinforces that feeling.
In the end, I like the book…. but it could be so much better.
1 of 1 people found the following review helpful.
A good reference book to keep handy
By Abhijay Datta
This book is well written with a lot of thought put in. Though the primary audience of the book is Product Managers, I would say it brings out the essence of working in matrix organization where a lot of forces keep tugging at you and you need to carefully balance all the stakeholders and still push through your ideas. In my opinion, if you are in Enterprise IT and doing custom development of inhouse products for your business users, you will benefit too reading this book
I would call out three portions of the book which I liked for their practical advice:
1) First is chapter 6 "RECRUITING PRODUCT MANAGERS" where he lists out the core skills of a product manager. The one thing I may add to that list is that product managers must bring the ability to "sell" their products. I know product managers are not the same as product marketers or sales person but in my opinion you need to have the passion to stand behind your product and explain to the world how it makes everyone's life easier.
2) Next is Chapter 18 "REINVENTING THE PRODUCT SPEC". The advice to discard the traditional 100-page product spec and instead build a high fidelity prototype is spot on. No one in today's world full of distractions can go through a product specs with pages and pages of text. Even if you are within Enterprise IT, you can relate to this advice. How many times have you obtained a 'sign off' on your specs and built something only to be junked by the users during QA.
3) The last piece of practical advice is on Chapter 32 "BEWARE OF SPECIALS". I have seen this happening where companies get trapped by a privileged customer's special requirements where they completely hijack your planned roadmap. And it is a very difficult choice for a small product company between pandering to the big customer's special requirements (which gives the cashflow) and ignoring them and steadfastly continuing with the product vision.
A good reference book to keep you honest when you face certain difficult choices
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