Personas for Product Management

Posted by Marty Cagan on October 22, 2007

Tags: , ,

Product management is all about choices. Making decisions about what opportunities are worth chasing, which problems are worth solving, what features will provide the most value, what the best time-to-market trade-offs are, and which customers are most important. While you’ll never make all the right choices, you have to make most of them right for your product to succeed.

Read the full post

Product Management vs. Project Management

Posted by Marty Cagan on October 9, 2007

Tags: , ,

Earlier I’ve written about how important it is to clearly distinguish the roles of product management and product marketing (see Product Management vs. Product Marketing). But many companies suffer from a related problem, which is when the roles of product management and project management are combined.

Read the full post

Prototype Testing

Posted by Marty Cagan on October 1, 2007

Tags: , , ,

Readers of these articles know that I view the high-fidelity prototype as the primary means of describing the product to be built. I have written elsewhere why a prototype is significantly more useful to the product team than the typical paper-based specification. However, that's really the secondary benefit. The primary reasons to create a high-fidelity prototype are to help you gain a much deeper understanding of your product, and ulimately so that you can actually test your ideas with real users before you have your engineering teams take months to go build something that you have no real evidence will serve its purpose.

Read the full post

Prototype Testing

Posted by Marty Cagan on October 1, 2007

Tags: , ,

Readers of these articles know that I view the high-fidelity prototype as the primary means of describing the product to be built. I have written elsewhere why a prototype is significantly more useful to the product team than the typical paper-based specification. However, that's really the secondary benefit. The primary reasons to create a high-fidelity prototype are to help you gain a much deeper understanding of your product, and ultimately so that you can actually test your ideas with real users before you have your engineering teams take months to go build something that you have no real evidence will serve its purpose.

Read the full post

Product Discovery

Posted by Marty Cagan on September 24, 2007

Tags: ,

Have you seen this situation before? Your company gets all excited about a product idea, and as product manager you are asked to define it. You are told that the engineers will be finished with their current project in 4 weeks, so that means take all the time you need, as long as you are ready in 4 weeks.

Read the full post

Recruiting Product Managers

Posted by Marty Cagan on September 10, 2007

Tags: , , ,

Probably the single most common question I get from CEO's is where to find great product managers?

Read the full post

Managing Product Managers

Posted by Marty Cagan on September 4, 2007

Tags: , ,

In my last article (Product Management vs. Product Marketing) I discussed why product management is very different from product marketing, and how critical it is to have capable product managers. The note seemed to strike a chord in that a record number of you wrote to express your agreement and the need to educate companies about this issue. However, quite a few managers of product management mailed me to say that while they agreed, they had inherited an organization where many of the people with "product manager" titles were really product marketing people with all the problems I described, and they were struggling to correct the situation.

Read the full post

Product Management vs. Product Marketing

Posted by Marty Cagan on August 28, 2007

Tags: , , ,

Industry pundits claim that 9 out of 10 product releases are failures in that they don’t meet their goals. I don’t know if that’s the exact stat or not, but I bet it’s not far off. I do believe strongly that most releases are ill-conceived. Countless release cycles are wasted on products that are either not useful or not usable. There are many reasons for these bad products, and each article I write is intended to address some aspect, but I have long argued that the root cause of these wasted releases can most often be traced to how the role of product manager is defined at your company, and the capabilities of the people you choose for this role.

Read the full post

Charter Customer Programs

Posted by Marty Cagan on August 17, 2007

Tags: , , ,

Recently Microsoft launched what may prove to be a very significant technology for those of us that build rich Internet applications. You can learn about this at www.microsoft.com/silverlight <http://www.microsoft.com/silverlight> . But this note isn’t really about Silverlight; it’s about some lessons from their launch. Silverlight is a platform technology, and normally Microsoft is quite good at launching this type of product, and I do think there is true promise for this technology, however, I am very unimpressed with this launch.

Read the full post

Lessons From Apple Part 2

Posted by Marty Cagan on July 27, 2007

Tags: ,

Earlier I wrote about general lessons from Apple, but now that i've had my iPhone for a couple of weeks, I thought I'd talk about some of the lessons from this new product. I believe there's much to learn (good and bad) from virtually every new product introduction, but this one is a particularly rich example.

Read the full post

117 18 19 20 2126