PRODUCT STRATEGY MEANS SAYING NO

作者: 篮球  发布:2019-12-21

罗马尼亚语原版的书文来自:https://medium.com/the-black-box-of-product-management/the-time-value-of-shipping-6deaf8d7d565

How to Work with PMs - A Cheat Sheet for Designers

要点:

  • 意识到PM担负着扶助协会生产成功产物的连接器专门的职业;
  • PM擅长
    • 明晰的维系本事
      • 向分化的人发挥目标、优先级、线路图;
      • 开口透明、清晰、简洁、围绕宗旨实行;
    • 独具特殊的优越条件的布署性,组织技巧
      • 在其余时候都晓得项目情形,是受阻依旧已经撤废了;
    • 能以分歧之处跟区别的职员很好的相处
      • PM的成熟程度以至换位构思的技能要比组织内的别的人强;(交换本事同)
  • 各样PM都持有专长,可能专长
    • 执行力
      • 指标相关
      • 顺应预期的前提下依期完结
      • 跟团队考虑相关
    • 规划观念
      • 知情、赏识、支持升高客户体验(设计员争着要哈哈哈)
      • 不是供给PM会本身布署,只是需要PM对设计标准具有责骂的见识以至精晓设计员的价值就是设计员差异意PM的建议
    • 解析技能
      • 调控变量后(定量数据、职责、客商反馈、过往的经验等等)会现身哪些结果;
      • 总是考虑怎样事情是可以通晓的,哪些是力无法支估计的,以至寻觅什么样压缩不明确性以致扩张可预测性;
      • 利用工具补助设定目的、任务优先级以至一文山会海的品类;
    • 付加物眼观
      • 对市镇以至现今技艺、难点的解读
  • 设计员假诺视PM为搭档,财富核心而不是四个义务主管那么设计员的小日子会好过不菲
    • 设计员能够从PM这里获得:
      • 连锁制品的条件
      • 客商举报
      • 现今的优先级、最首要事件以致当前的最难化解的Bugs
      • 作用Y的数据测量试验结果
  • 设计员会否认PM的提议
    • 本条付加物以及优化到能够上线了吗?
      • 是因为PM的天职正是让工作在限制时间保材质上线,由此PM有理念督促设计员,而设计员又反复会过分追求质量。
    • 设计员感觉很渣但是客户测量试验结果来看却表现完美的的制品体验能够上线吗?
      • 设想数据的来自是还是不是有缺点和失误;
      • 思索设计员是还是不是过分重申团结的私有心得;
  • 对设计员来讲,拿到PM信赖的最快之路是变得reliable
    • 不用提交职业之后就找不到人;
    • 任何时候送交;
    • 花时间跟PM沟通谐和眼下的开展,遭遇的孤苦乃至差不离曾几何时能够提交;
    • 跟PM解释为啥你还在钻探,方今你对某作用照旧人不快乐的原原本本的经过

Once, a long time ago, I was a product manager. Then, I was an engineer. For the past seven years, I’ve been in design. Every single day, I work with people in all of these roles. Every single day, I find new ways to appreciate the responsibilities, challenges, and art behind each of these three pillars of product development. The PM is a chameleon[多变的人;变色龙] of sorts, constantly adapting to what is needed to ship a successful product. As a designer, how do you handle their affable[慈爱的] charm[魅力,美貌] and their data-gushing[并进的]fun88体育官网,, team-herding, smooth-talking ways? Read on.

AUTHOR Des Traynor


Understand that the PM’s job is to be a connector that helps teams ship successful products.

This means PMs are, for the most part, exceptionally good at:

  1. Clear communication: as part of helping teams successfully ship great products, PMs need to represent the goals, priorities, and roadmap of a team to many constituents, including legal, marketing, customer operations, sales, and more. This means they need to be crystal[透明的] clear, succinct[简洁], and on-topic. A designer or engineer with a tendency to ramble[漫谈] or mumble[喃喃耳语] can be forgiven—it’s not usually the first thing in the job req, after all. But a PM who does the same will not last long. This is why PMs tend to represent the product to executives or to external press—it’s not because they’re considered more ‘elevated[高层的]’ than design or engineering, but that PMs are on average better at communicating because they won’t get hired if they aren’t.

  2. Being organized: in order to successfully ship great products, a PM must understand at every moment how the project is going, and whether it’s on-track or off. She should be able to deliver[交付] the entire map of all the pieces that are required to come together for something to go out the door. This requires ruthless[残忍的,无情的], ninja-level organization skills.

  3. Working well with a variety of people in a variety of roles: it’s not uncommon for a PM to talk with dozens of people across different teams throughout the course of a single day. Since PMs don’t typically have the authority to make something happen (they can’t directly hire or fire engineers or designers, for instance), they need to demonstrate[PRODUCT STRATEGY MEANS SAYING NO。示威] and earn trust. If a PM is an asshole, it generally comes out rather quickly and cripples[削弱] their effectiveness. Everybody knows the old cliches[陈陈相因] of the eccentric[古怪的], curmudgeonly[吝啬的;不和悦的] engineer and the unreliable, Don-Draper-esque designer, but I have a hard time coming up with a similar caricature[嘲讽] for a career PM. Again, a pretty big generalization here, but I’d posit that on average, PMs have higher levels of maturity[成熟] and empathy[移情作用;共识] for others in the organization than engineers or designers.

twitter @destraynor

产物生产的年华价值

从“形成临盆付加物的本性”得出的模型

BY   Brandon Chu    翻译:Kevin嚼薯片

“产生付加物发表的特征”是产物首席实施官的一个中央规范。它建议你永恒不可能去构建八个周到的成品,所以你必要去上学如曾几何时候和如何去上线运维你不周密的产品,因为客商去采取成品才是真的关键的。

作为二个出品COO,我早就试图在用那个规格作为本人的职业指点,但本身总认为非常不足了贰个实地的模型,用于给好处相关者去管理和合理化最小可行性付加物(MVP)。

“成品发表的时日价值”是使用这几个原则的模子。它借鉴称为金钱时间价值的财政和经济基本概念,包罗以下那几个:

前不久的大器晚成台币比前日的大器晚成韩元要昂贵。

由来在于价格随通货膨胀而日渐高涨,意味着你的港元在今后能买的事物更加少。

At the same time, any specific PM, like any specific designer, will have their own unique set of strengths.

Being communicative, organized, and easy to work with isn’t enough. A good PM must also demonstrate some combination of the following skills:

  1. Execution[执行力]: how well does the PM ship products that are 1) successful relative to goals, 2) on-time relative to expectations, and 3) smooth relative to how the team feels about it? The more senior the PM, the bigger and more ambitious the project they’re expected to execute. (For instance, a junior PM may take on a project like add feature X to product Y whereas a senior PM may take on a project like build a new mobile app suite Z). Executing well is like captaining a tight, smooth-sailing ship. You need to make sure that everyone knows what they need to do and then does it, that the crew hums together in unison, that you estimated the journey well enough to have packed ample[丰富的] supplies, and that when you set out for X marks the spot on the map, you don’t end up at the sea monster instead (who will probably eat you all alive.)

  2. Design thinking: how well does a PM understand, appreciate, and help drive a successful user experience? A PM with this strength will be one that designers clamor[喧闹;大声的渴求] to work with. This isn’t to say that she has to be good at designing herself, but that she should have a critical eye for what is or isn’t a strong design proposal, and understand a designer’s values even if she doesn’t always agree with the suggestions.

  3. Analytical ability: how well does a PM plan for and then draw conclusions from known inputs (quantitative data, tasks, user feedback, past experiences, etc) in order to craft a well-rationed plan for the future? An analytical PM considers all the ways something can be known and unknown, and figures out how to gain more certainty and predictability for the future. A strongly analytical PM will use all the tools at her disposal to figure out how to set goals, prioritize tasks, and sequence projects in a way that inspires confidence.

  4. Product vision: how well does a PM read the market and current technologies, problems, and attitudes to come up with new and innovative solutions to problems? This is generally a more senior-level PM skill. PMs who are visionary[幻想的;有深知灼见的] are like a spark—they ignite[点燃] and inspire entire teams of people to chase after bold, sometimes very risky new directions.

As a designer working with a PM, it’s important to keep in mind that the overall team must be well-balanced and well-suited to the task at hand. This means, for example, PMs who are weaker on design thinking should probably avoid heavily design-centric projects like redesigns or some major new user product, or be paired with senior designers who can help fill that skill gap. Similarly, designers who need more structure around goals and timelines may do well to have a strong executor PM to keep them focused on the most important things.

Co-founder @intercom.

一个简约的事例

后天一个篮球标价十七欧元。假若您三个月挣1加元,一年后你将有12欧元,但因为通胀,你仍不可能购买那一个篮球。

要是通胀为5%,那象征一年后篮球将标价12.60澳元(+5%),三年后则为13.23欧元,如此类推。

您不得不等到第十一个月的工资技巧买到它。

Your job will be easier if you treat your PM as a partner and a resource, not a taskmaster.

Need context on some related product area? Your PM’s got that. (And if they don’t, they’ll hook you up with somebody who does, or keep digging until they find the answer themselves.) Want feedback from customers, or salespeople, or your users? Your PM can make it happen. Want to know the current set of priorities or fires or what the worst-offender bugs are? How about what the latest data teaches us about Feature Y? Surely you’d appreciate some additional perspective on how to prioritize the 7 design ideas you just came up with and which ones you should explore first.

Your PM can arm you with context, with data, and with insightful feedback so that you can do your best and most impactful design work. Your PM can shield you from 85% of the distractions that’s going on around you so that you can focus on the work. Just don’t be afraid to ask.

If you’re building a product, you have to be great at saying no. Not “maybe” or “later”. The only word is no.

Building a great product isn’t about creating tons of tactically useful features which are tangentially related. It’s about delivering a cohesive[粘性的;有结合性的;有粘聚性的常用释义布满图] product with well defined parameters.[mothlee:一句话提议了生手的误区。]

As Apple’s latest advert points out, there are literally tens of thousands of permutations[置换] of your product based on every addition, both minor and major. Most of these variations will flop[<口>失败]. Only a select few will properly serve the market.

类比到付加物

1. 哪些时候去买篮球就如何时去给你的顾客发表成品,越发是您的微小可行性产物

  1. 篮球的价钱犹如您顾客对产品的期待值(适当时候地给到的一对成效点)

  2. 随着你团队不停塑造设成效,你将获得那个客户价值的总额。

你的干活是随着岁月的推移去获得丰富的钱财去支付篮球。以下图表揭破了大多数集体对产物价值和MVP的眼光。

纵坐标:客商价值;横坐标:时间;横线:客户期望值;斜线:顾客价值;蓝字:价值缺口,通过迭代加多的额外价值

这幅图表主要的性状是顾客期待值是平的和静态的,那意味从种类上马到临蓐产品时顾客想要的东西没什么分化的。那简单看出大家轻松落入这种线性的思绪中…

“经过商量,大家领略我们的顾客起码想要x和y,所以只要大家无非唯有x和y的时候,大家就发布成品。”

那听上去完全都是悟性的,直到你去浓厚开采受届期间影响的客户期望值。

You are going to disagree with your PM.

This is certainly going to happen. Most of the time it’s okay, it’s just the natural system of checks and balances between the three pillars of product development (product, design, and engineering). There are a few common ways this disagreement manifests:

  1. Is this product good enough/ready to ship? Since PMs are responsible for getting products out the door successfully and on-time, they have a natural incentive[动机] to push for aggressive milestones so they can ship and then iterate quickly. Since designers are incentivized[刺激] to produce the very best user experience they can, they prefer to have more time on the design, implementation[落实] and polish stages. Taken to the extreme, neither of these are reasonable positions. Nobody wants to ship something tomorrow that’s shitty. Nobody wants to spend 10 years designing the perfect registration flow. Real impact is made by shipping something good in a timely manner.(Most people get this, and the actual debate is about what, precisely, constitutes good and what constitutes timely, but for some reason the argument often devolves into these unproductive extreme caricatures[讽刺]). So, what can you do to resolve this? You can explain your position calmly and rationally. You can do an analysis of what you stand to lose or gain by delaying the launch. You can agree to escalate to an authoritative decision-maker. You can get opinions from other people that both of you trust (my favorite method.) You can do some user testing, vet out whether anyone’s assumptions are wrong. On the whole, if you work with reasonable people, even if this disagreement comes up again and again, it’s not that big of a problem.

  2. Can we ship this experience that feels qualitatively bad to the designer but performs well according to the metrics we track? This one is tricky because there are two ways it could play out. The first is that the designer’s point is fair, and the metrics are not tracking actual user value correctly (maybe they are too short-term, maybe they are too incomplete—i.e. good for this one thing, but bad for something else that isn’t being tracked, etc.) In which case, as a designer, you should figure out if there are other metrics to look into that would shine light onto this being a bad experience. The second way it plays out is that the designer is overvaluing their individual experience at the cost of network experience. For instance, maybe it’s not such a great individual thing for a user to be presented with an ‘invite your friends’ flow so early in their session, but long-term, the more friends they have, the more value they’ll get out of the product.

  3. We fundamentally don’t agree on the product strategy. This one I talk more about in How to work with Designers, and is the prime case in which I think the designer and PM should seriously reconsider working together.

Regardless of the disagreement, it’s a hell of a lot easier to disagree on tactics[策略] when everyone is in staunch[坚固的] agreement about the end goals. (And if you’re not, as in the case of #3, then it may be time for a change.) I find it helpful to record such debates and return to them after-the-fact. Usually, they’re enlightening, and there are some lessons to be learned for next time. Sometimes they seem silly in retrospect. (We argued so much over that little detail? It didn’t even matter in the end!)

SO MANY REASONS TO SAY YES

When your product gets traction, you’ll find yourself inundated[洪泛的] with good ideas for features. These will come from your customers, your colleagues, and yourself. Because they’re good ideas, there’ll always be lots of reasons to say yes to them. Here’s 12 arguments in the style of Don Lindsay that are commonly used to sneak features into a product:

成品发表的时间价值

宛如下边同样,作者再度绘制参预了时间影响因素的图样。

纵坐标:顾客价值;横坐标:时间;线:客户期望值,客商价值

与钱财的时间价值接近,产品公布的时日价值同等有叁个简短的概念:现在能提供的顾客价值回比后来的多。

若是你筛选更迟地才去提供价值,你必要去思虑客户期望值的贬值,並且为了更加好地添补,你谈起底上线的出品需若是比以前的越来越好。

客户愿意值曲线和客户价值曲线轨迹的不相同之处清晰可以看到。前边二个随即间呈指数式拉长,而后人则平安以至停滞。

顾客价值的驻足是因为付加物老董优先排期了影响度最高的劳作,而由此价值的抓好就能够任其自然地随着回退。

客商期待值的加快拉长,是因为当客户等待她们难点被解决的时刻越长,他们就有越多日子去切换来代表产物。要让他俩继续留下来,你必要提供的不光只是他们今后想要的,还会有他们前程想要的(当有更丰裕的取舍时特别如此)。

粗略的,140字以内对那么些模型的思考是:

*小小的可行性产物的界定越大,产物宣布所需的年华越长。*

The quickest way to a PM’s heart is to be reliable.

Don’t be the Don Draper that disappears after lunch to find his “creative mojo[魔咒,魔力]” and doesn’t return until Thursday afternoon. Seriously. The creative realm is not some higher plane that excuses you from making commitments and doing your damned best to meet them. Yes, it can be difficult to predict when you’ll come up with something that meets the high quality bar you uphold. But notice I said reliable and not meets every deadline. You may not always know exactly when a good design will materialize, but you should take the time along the way to communicate what you’re doing, why you’re doing it, and when you think it’ll be done even if that’s still changing. Share your in-progress work and your process. Explain why you’re still exploring, and the reasons you’re not happy with what you have so far. The fact that you sought out your PM to talk it over gives you instant reliability cred. It helps her do her job effectively. More than that, it helps her understand you and the way you work, so that you guys will have a stronger relationship in the future.

Because at the end of the day, you, dear designer, shouldn’t just own the goals of your design. You should own the whole of the thing that your team is building. Together. Which is the only way anything great is ever done.

This is Part 2 in the installment, following How to Work with Designers: A Cheat Sheet for PMs and Engineers. Part 3 is here: How to work with Engineers.

转自@joulee

1. BUT THE DATA LOOKS GOOD

fun88体育官网 1

“We’ve tried this feature with a small group and engagement is off the charts.” Often this approach suffers from selective data analysis. Products are complex systems. What appears to be an increase in engagement is really just pushing numbers around from place to place. Even if the data is solid, and the increase in engagement is good, you still have to question whether it fits within the purview of the product. Add Tetris[俄罗丝四方] to your product and you’ll probably see a boost in engagement, but does that mean your product is better?

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