adrian

“When we talk about validating feasibility, the engineers are really trying to answer several related questions: Do we know how to build this? Do we have the skills on the team to build this? Do we have enough time to build this? Do we need any architectural changes to build this? Do we have on hand all the components we need to build this? Do we understand the dependencies involved in building this? Will the performance be acceptable? Will it scale to the levels we need? Do we have the infrastructure necessary to test and run this? Can we afford the cost to provision this?”
― Marty Cagan, Inspired: How to Create Tech Products Customers Love

“Testing Demand Sometimes it's unclear if there's demand for what we want to build. In other words, if we could come up with an amazing solution to this problem, do customers even care about this problem? Enough to buy a new product and switch to it? This concept of demand testing applies to entire products, down to a specific feature on an existing product. We can't just assume there's demand, although often the demand is well established because most of the time our products are entering an existing market with demonstrated and measurable demand. The real challenge in that situation is whether we can come up with a demonstrably better solution in terms of value than the alternatives.”
― Marty Cagan, Inspired: How to Create Tech Products Customers Love

“Good teams engage directly with end users and customers every week, to better understand their customers, and to see the customer's response to their latest ideas. Bad teams think they are the customer. Good teams know that many of their favorite ideas won't end up working for customers, and even the ones that could will need several iterations to get to the point where they provide the desired outcome. Bad teams just build what's on the roadmap, and are satisfied with meeting dates and ensuring quality. Good teams understand the need for speed and how rapid iteration is the key to innovation, and they understand this speed comes from the right techniques and not forced labor. Bad teams complain they are slow because their colleagues are not working hard enough. Good teams make high‐integrity commitments after they've evaluated the request and ensured they have a viable solution that will work for the customer and the business. Bad teams complain about being a sales‐driven company. Good teams instrument their work so they can immediately understand how their product is being used and make adjustments based on the data. Bad teams consider analytics and reporting a nice to have.”
― Marty Cagan, Inspired: How to Create Tech Products Customers Love

“One of the biggest possible wastes of time and effort, and the reason for countless failed startups, is when a team designs and builds a product, yet, when they finally release the product, they find that people won't buy it.”
― Marty Cagan, Inspired: How to Create Tech Products Customers Love