(启示录)Inspired: How To Create Products Customers Love

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Inspired: How To Create Products Customers Love 启示录 : 打造用户喜爱的产品 经典的产品管理书籍，豆瓣评分超过9分，找了很久才找到，和大家分享一下 注：此版本为英文版
Inspired: How To Create Products Customers Love Copyright C 2008 by SVPG Press 978-0-981690407ISBN13) All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means without written permission of the publisher Published in the United States by SVPG Press, an imprint of Silicon Valley Product Group, Inc. California www.svpgpress.con Book and cover design by Westminster Promotions TTABLE OF CONTENTS Introduction Part I-People Chapter 1: Key Roles and Responsibilities Chapter 2: Product Management vs Product Marketing Chapter 3: Product Management vs Project Management Chapter 4: Product Management vs Design Chapter 5: Product Management vs Engineering Chapter 6: Recruiting Product Managers Chapter 7: Managing Product Managers Chapter 8: Patton's Advice for Product Managers Chapter g: Deputy Product Managers Chapter 10: Managing Up Part Process Chapter 11 . As ssessing Product Opportunities Chapter 12: Product Discovery Chapter 13: Product Principles Chapter 14: The Product Counci Chapter 15: Charter User Programs Chapter 16: Market Research Chapter 17: Personas for Product Management Chapter 18: Reinventing the Product Spec Chapter 19: Design vs Implementation Chapter 20: Minimal Product Chapter 21: Product Validation Chapter 22: Prototype Testing Chapter 23: Improving Existing Products Chapter 24: Gentle Deployment Chapter 25: Rapid Response Chapter 26: Succeeding with Agile Methods Chapter 27: Succeeding with Waterfall Processes Chapter 28: Startup Product Management Chapter 29: Innovating in Large Companies Chapter go: Succeeding in Large Companies Part IlI-Produet Chapter 31: Lessons From Apple Chapter 32 Beware of specials Chapter 33: The New Old Thing Chapter 34: Fear, Greed and Lust Chapter 35: The Emotional Adoption Curve Chapter 36: Usability vs. Aesthetics Chapter 37: Keys to Consumer Internet Service Products Chapter 38: Keys to Enterprise Products Chapter 39: Keys to Platform Products Summar Chapter 40: Best Practices Summary Chapter 41: Product Manager Worry List Learning More Acknowledgments About the author INTRODUCTION In the mid 1980S, I was a young software developer working for HP on a high-profile product. It was when Artificial Intelligence was all the rage, and I was fortunate enough to be working at one of the industry's best companies, as part of a very strong software engineering team(several members of that team went on to substantial success in companies across the industry). Our assignment was a difficult one: to deliver software on a low-cost, general-purpose workstation that until then required a special-purpose hardware/software combination that cost over $100, 000 per user-a price few could afford We worked long and hard for well over a year, sacrificing countless nights and weekends Along the way, we added several patents to HP's portfolio. We developed the software to meet HP's exacting quality standards. We internationalized the product and localized it for several languages. We trained the sales force. We previewed our technology with the press and received excellent reviews. We were ready. We released. We celebrated the release Just one problem: No one bought it The product was a complete failure in the marketplace. Yes, it was technically impressive and the reviewers loved it, but it wasn't something people wanted or needed The team was of course frustrated with this outcome. But soon we began to ask some important questions: Who decides what products we should actually build? How do they decide? How do they know that what we build will be useful? Our young team learned something very profound-something I'm sure many teams have discovered the hard way: It doesnt matter how good your engineering team is if they are not given something worthwhile to build. More generally, we learned that it's not enough to do a good job engineering a product. At least as important is discovering a product that is valuable, usable and feasible When trying to track down the root cause of our failure, I learned that the decisions about what to build came from a"Product Manager"someone who generally resided in the marketing organization and who was responsible for defining the products we built. But I also learned that Product Management wasn't something HP was particularly good at I later learned that most companies weren't good at this, and in fact most still aren't promised myself that never again would I work so hard on a product unless I knew the product would be something that users and customers wanted. Over the next 20 ears. I had the very good fortune to work on some of the most successful high-tech products of our time-first at hp during the rise of personal computers, then at Netscape Communications/AOl during the rise of the Internet where I served as vice-president of platform and tools, and finally at e Bay during the rise of e-commerce where I served as the senior vice-president of product management and design Not all of the product efforts have been as successful as others, but I am happy to say that none were failures, and several became loved and used by millions of people around the world Soon after I left eBay, I started getting calls from product organizations wanting to improve how they produced products. As i began working with these companies, I discovered that there was a tremendous difference between how the best companies produced products, and how most companies produced them. I realized that the state of the art was very different from the state of the practice Most companies were still using old and inefficient ways to define and create products. I also discovered that there was precious little help available, either from academia, including the best business school programs, or from industry organizations, which seemed hopelessly stuck in the failed models of the past-just like the one I worked in at HP I have had some great rides, and I am especially thankful that i have had the chance to work for and with some of the best product minds in the industry. The best ideas in this book are from these people. You will find a list of many of them in the acknowledgements. I have learned from them all and i am grateful to each one of them I chose this career because I wanted to work on products that customers love; products that inspire and provide real value. I find that most product leaders also want to create inspiring and successful products. Yet most products are not inspiring, and life is too short for bad products. My he oDe in wI riting this book is that it will help share the best practices of the most successful product companies, and that the result will be more products that are truly inspiring-products that customers love Who This book is for This book is specifically written for those members of software product teams-especially Internet software product teams-both consumer and business, who are responsible for defining the products to be built. Often these product leaders are called "product managers but they may be company founders, executives, lead engineers, or designers In addition to product managers, this book is for user experience designers, software engineers and architects, project/program managers, product marketing managers, and the managers of the different parts of the product organization In my experience, the information described here is applicable to a wide variety of product development teams Your company may be a startup, or a very large business with many products, or something in between. You may be working on an all-new 1.0 product, or working on incremental improvements to an existing product. Your product development team may be using an Agile method such as Scrum or conventional Waterfall-based methods Your product may be an Internet service, shipped software, a device, or a platform. It may be for consumers, small businesses, or enterprises. For instance, the products could be 【实例截图】
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