by Marty Cagan | May 11, 2010
I hope that everyone that reads this knows that I am one of the biggest advocates in our industry for user experience. Because I generally work with the CEO’s, VP Product, and product managers of technology companies, I am probably in the best position to explain to...
by Marty Cagan | May 6, 2010
Regular readers of this blog know that I’m all about true collaboration, where product leaders, designers and engineers work together to discover products that customers love. Mostly I talk about the process and techniques involved in this, but today I wanted to talk...
by Marty Cagan | Apr 26, 2010
Most of my writing is aimed at the product organization, and in helping that organization evolve to where it needs to be to truly serve the needs of the company. I have also written about how the leaders of the company can help facilitate this. This article,...
by Marty Cagan | Apr 4, 2010
In the early 1980’s, I was a very young software developer working at HP Labs, and this was when personal computers had been out just a few years. The computers were getting faster and more powerful every few months, yet users really struggled to interact with them....
by Marty Cagan | Mar 30, 2010
There’s a debate that’s been going on in the design and user research community because the legendary Don Norman wrote an essay in which he did an about-face and decided that doing user research to start a project was mostly a waste of time. That’s an...
by Marty Cagan | Mar 5, 2010
Article: Product Discovery for Non-Technology Products I’m often asked whether or not the concepts that I advocate and write about are applicable to non-software products as well as the consumer and business internet services that I almost exclusively focus on. My...
by Marty Cagan | Feb 18, 2010
In my last article I talked about the importance of knocking down walls, especially the wall between product management and engineering. In this article, I want to describe a technique that helps achieve this, along with several other significant benefits. While...
by Marty Cagan | Feb 9, 2010
One of the great things about startups is that they are so small that there’s almost no organizational structure to speak of. Basically everyone there is just trying to create something people want. But as organizations grow, people start spending more of their time...
by Marty Cagan | Jan 26, 2010
In my last article, I talked about the problem where your product organization has been relegated to the role of a service organization, largely documenting the decisions and desires of others. I must have struck a chord because I received a record number of...
by Marty Cagan | Jan 13, 2010
Product Management as a Service Organization Posted by Marty Cagan on January 13, 2010 Tags: best practices Probably one of the most common complaints I get from CEO’s of mid- to large-sized companies is the lack of innovation and thought leadership from their...
by Marty Cagan | Dec 28, 2009
I don’t think there has ever been a better time to be a product person than right now. In fact, I’m fully expecting the decade about to begin to be far and away the most productive in terms of innovation. There are several reasons for this: First, the devices –...
by Marty Cagan | Nov 30, 2009
More than 20 years ago Fred Brooks published a seminal essay on the nature of software, called “No Silver Bullet: Essence and Accidents of Software Engineering”. If you’ve never read it I’d highly encourage it, as even though it’s ancient by the standards of our...
by Marty Cagan | Nov 13, 2009
I work exclusively with commercial software product organizations. Organizations that must create products and services that thousands or millions of users must make an independent decision to use or buy. This is in contrast to custom software companies that create...
by Marty Cagan | Nov 12, 2009
When product managers and designers move from the very linear, Waterfall-based processes, to the much more iterative and exploratory discovery-based process that I and others advocate, they sometimes take a little while to appreciate and adapt to the fast pace and...
by Marty Cagan | Oct 12, 2009
In my last article, I discussed the situation where Product Discovery is essentially not discovery at all, but rather just a mad dash of just-in-time spec writing so that the engineers can be kept busy. I discussed how important it is that the date not be driving...
by Marty Cagan | Oct 5, 2009
For those that haven’t heard the term before, “feed the beast” refers to one of the most common problems with product teams, and one of the top reasons for failed projects. It’s very easy to spot. If you find a product manager that is scrambling to finish up his PRD...
by Marty Cagan | Sep 27, 2009
For a startup, where there’s typically just one product team, it’s not too hard for the leaders to keep in their heads a holistic view of the product. However, this quickly becomes much tougher as the company grows first to a larger product and soon to multiple...
by Marty Cagan | Sep 8, 2009
As readers of these articles know, I am a big fan of high-fidelity prototyping and user testing on current or prospective customers. These techniques form the basis of Product Discovery; it’s the key to discovering the minimum viable product – a product solution that...
by Marty Cagan | Aug 23, 2009
I need to interrupt my series of articles on product portfolio planning because over the past week I learned of three completely different companies that all had fairly disastrous product results for the same core reason: they delayed talking to customers until it was...
by Marty Cagan | Aug 8, 2009
Over the last several months I have been working with some clients to revisit how they do product portfolio planning. Essentially the process they use to determine where to invest and how much. I’ve discussed the purpose and the common frustrations with how product...
