January 19, 2019
I recently read the book Inspired: How to Create Tech Products Customers Love by Marty Cagan.
It re-shaped how I think about creating and shipping products, so I wanted to consolidate my thoughts. This is not a summary, but a place to gather my personal key takeaways.
I think the biggest thing I got out of this book is concrete language to describe the process of creating and shipping products. You could say it’s just semantics, but sometimes the right words unlock a whole new way of looking at things.
Cagan distinguishes product discovery from product delivery. Discovery is about:
Before this book, I lived in the world of delivery, shipping features. Most good product teams have tooling, process, and practices around delivery. Having this new word - discovery - made me realize I was focusing on only one side of the coin. Cagan outlines frameworks and resources for getting as good at discovery as you are at delivery.
The main point of discovery is to mitigate risk. In the delivery world, I primarily define risk in terms of how likely a new feature is to cause regressions in other parts of the system. However, when it comes to building products, there are four main types of risk to mitigate:
For many features, we may know that all four types of risk are minimal from the outset.
However, if there are questions, it is not okay to simply implement and learn from usage. In discovery, you learn quickly and cheaply. Especially relative to the cost of building and shipping.
Once you have a solid discovery process in place, you can build with more confidence. You will make fewer compromises in implementation and create less technical debt. You will not clutter your product with low-value features.
Cagan is big on getting prototypes in front of users or potential users. In fact, he favors using the term Minimal Viable Product to refer to prototypes. Stop shipping MVPs. MVPs are a discovery tool, not a delivery artifact.
Most of your product ideas won’t work and delivering will take several iterations.
Cagan repeats this mantra throughout the book. It underscores the importance of discovery. Most product ideas are simply much riskier, especially in terms of value, then you assume.
If you get attached to solutions and your own ideas, you will fail your customer and implement many features that will be ignored.
In several interviews, I’ve said There’s no room for ego in software development. I believe humility is one the greatest qualities you can cultivate to improve your life and career. Humility will allow to look past your love for your own solutions and stay focused on the pain of your customers.
Cagan argues that OKR systems are far more effective than product roadmaps. Product roadmaps force you go into delivery before you do any discovery. You may be able to hit delivery milestones by deadlines. But is anything you just delivered valuable? Only time will tell.
With an OKR system, you set Objectives centered around customer problems. You establish Key Results that you believe will measure weather or not the product has solved that problem. The OKR system is not magic. However, it is successful because it emphasizes customer pain and discovery activities. It also holds product teams accountable to measurable results instead of deadlines.
How will this book targeted at product managers change how I work as an engineer?
Each quarter we refresh our OKRs. To be honest, I normally forget them a couple weeks into every quarter. Now, I keep them handy and think about them daily.
My attitude has generally been that the more time I spend coding and reviewing PRs in a day, the more successful the day is. Somewhat rightly so. As an engineer I should spend most of my day in delivery.
However, discovery is critical to our success. To the extent that product will include me in discovery, I am now eager and available to do so.
The most straightforward function engineering serves during discovery is mitigating feasibility risk. If a feature requires something we haven’t done before, we validate that we have the skills and time to incorporate the new technology into our system. I can also point out lower effort alternatives and “quick wins” that product might have not thought possible.
Additionally, Cagan is emphatic that engineers are a great source of ideas and urges product managers to have engineers sit on discovery activities, particularly watching customers explore prototypes. I am going to try to stay close to the customer, and to throw my ideas out there (without growing attached to them). You never know when an idea will spark something that’s worth at least prototyping.
I'm David Harting, a full-stack developer from Westfield, Indiana.
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