Ensuring Excellence An Article by Marty Cagan www.svpg.com …in so many of the best product companies there is an additional dimension that goes beyond individual empowered product teams, and even goes beyond achieving business results. It has to do with ensuring a level of what I’ll refer to here as “excellence” although that is clearly a very ambiguous term. Over the years, this concept has been referred to by many different names, always necessarily vague, but all striving to convey the same thing: “desirability,” “aha moments,” “wow factor,” “magic experiences,” or “customer delight,” to list just a few. The concept is that an effective product that achieves results is critical, but sometimes we want to go even beyond that, to provide something special. Maybe it’s because we believe this is needed to achieve the necessary value. Maybe it’s because the company has built its brand on inspiring customers. Often this dimension shows up most clearly in product design, where functional, usable but uninspiring designs can often achieve our business results, but great design can propel us into this realm of the inspiring. Do they really need it? qualitycraftproductssoftware
The Nature of Product An Article by Marty Cagan www.svpg.com Too many product managers and product designers want to spend all their time in problem discovery, and not get their hands dirty in solution discovery – the whole nonsense of “product managers are responsible for the what and not the how.” On GreatnessOne Of Us uxproductsproblemsdesign
Product vs. Feature Teams An Article by Marty Cagan svpg.com This article is certain to upset many people. Empowered product teamsViability, usablity, feasibilityWhat went wrong? featuressoftwareagile
Silicon Valley Product Group A Website by Marty Cagan svpg.com The best companies go about building great products differently. Silicon Valley Product Group (SVPG) was created to share lessons learned and best practices about how to build innovative products customers love softwareleadership
One brick She came in the next class with a puzzled look and handed him a five-thousand-word essay on the front of the Opera House on the main street of Bozeman, Montana. “I sat in the hamburger stand across the street,” she said, “and started writing about the first brick, and the second brick, and then by the third brick it all started to come and I couldn’t stop. They thought I was crazy, and they kept kidding me, but here it all is. I don’t understand it.” Neither did he, but on long walks through the streets of town he thought about it and concluded she was evidently stopped with the same kind of blockage that had paralyzed him on his first day of teaching. She was blocked because she was trying to repeat, in her writing, things she had already heard, just as on the first day he had tried to repeat things he had already decided to say. She couldn’t think of anything to write about Bozeman because she couldn’t recall anything she had heard worth repeating. She was strangely unaware that she could look and see freshly for herself, as she wrote, without primary regard for what had been said before. The narrowing down to one brick destroyed the blockage because it was so obvious she had to do some original and direct seeing. Robert M. Pirsig, Zen and the Art of Motorcycle Maintenance www.drury.edu Rationality: From AI to ZombiesI recommend eating chipsLooking Closely is EverythingThe Student, The Fish, and Agassiz writingconstraintsseeing