Why do some products make the leap to greatness while others don’t?
Creating inspiring products begins with discovering a product that is valuable, usable, and feasible. If you can’t 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’re 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. You’ll find that there’s …
Why do some products make the leap to greatness while others don’t?
Creating inspiring products begins with discovering a product that is valuable, usable, and feasible. If you can’t 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’re 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. You’ll find that there’s a very big difference between how the very best companies create products and all the rest.
It feels like the whole product manager experience and the first ~1/3 of the book is very focused on who should be and how to be a product manager. The rest is about what to do though each section is not very deep.
This is a very good book on the structure and processes of a Product organization that incorporated Agile not only on a delivery level but on an overall organizational level. My personal highlight was the section about roadmaps and why (not) to use them and rather focusing on outcome. I also appreciate that in contrary to many other books on the topic, it also has a few chapters on transformational topics to create a switch.
