Developing Strong Product Teams

Posted by marty cagan, jeff patton on June 25, 2013

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Note: This article is a collaboration between myself and my long-time friend and colleague Jeff Patton.  We often work together to help product teams.

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Lean Canvas vs. Opportunity Assessment

Posted by marty cagan on June 22, 2013

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One question that's come up several times recently is the difference between an Opportunity Assessment, and a Business Model Canvas (or its popular derivative Lean Canvas).

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Funnels vs. Umbrellas

Posted by marty cagan on May 30, 2013

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In my last newsletter I wrote about Stakeholder Management.  That article seemed to strike a chord with many people.

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Stakeholder Management

Posted by marty cagan on April 30, 2013

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I'm not sure why I haven't written specifically on this topic before because it comes up as an issue with so many teams.  For many product managers, managing stakeholders is probably the least favorite part of their job.

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Value Creation vs. Value Capture

Posted by marty cagan on April 21, 2013

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People approach creating products from many different perspectives.  Some seek out customer pain and dedicate themselves to solving their problems.  Others follow the technology and strive to deliver solutions that are just now possible.  Some like to follow competitors and deliver better solutions in a fast-follower model.  Others are simply trying to find a way to make some money so that they can sustain their business.

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The Inconvenient Truth About Product

Posted by marty cagan on March 17, 2013

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Every week I continue to find product teams laboring away on old-style product roadmaps that have been painstakingly negotiated with management and stakeholders, sometimes for several quarters in advance.  I have written several times about the problems with this approach and why it so seldom results in the business impact that the organization was hoping for (see The Opportunity Backlog and Product Roadmaps).

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Vision Pivots vs. Discovery Pivots

Posted by marty cagan on February 3, 2013

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The term "pivot" is probably one of the most overused and abused terms in today's product teams.  If you're not familiar with the concept, see Your Business Plan Is Wrong.

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Top-Down Dates

Posted by marty cagan on January 22, 2013

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In my last article, I discussed how we manage public commitments in an Agile, Dual-Track environment.  In that article I talked about those public commitments that are needed to run a business, such as when a customer can count on getting some capability, or when a development partner can plan on testing, or determine what will be available for the upcoming holiday season.

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Managing Commitments in an Agile Team

Posted by marty cagan on December 15, 2012

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The past several articles have discussed the nature of Continuous Discovery and Dual-Track Agile.  In this article I'd like to discuss another dimension of working effectively in an Agile environment, which is how we manage commitments.

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Assessing Customer Impact

Posted by marty cagan on November 1, 2012

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In my last article I wrote about the trends of continuous discovery and continuous delivery.  At the end of the article I pointed out that while I love these techniques because overall they are much better for our customers, and for our ability to rapidly improve our products, there were a few important consequences that had to be dealt with.  In this article I want to take about the impact of continuous delivery on product marketing and our marketing, sales, and service organizations.

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