Product management is more than prioritizing features

Product management is more than prioritizing features

产品管理不只是对特征排序

If you want to be a bad product manager, just focus on prioritizing features. That’s what product managers do, after all — just collect features from customers and decide which are the most important ones to add to the product. Plus, now with all these great tools that let you collect features directly online and have customers vote on them, it’s even easier since your customers are doing all of your work for you!

如果你想成为一个糟糕的产品经理,那只需要去关注特点排序即可。那就是产品经理做的,终究-仅仅是从客户那里收集到产品特点,然后决定哪一个是最重要的并加入到产品中。另外,现在有这些很好的工具让你在线直接收集特点并让客户对此投票,这简直是太容易了,因为你的客户做了所有你的工作。

If you want to be a good product manager, realize that your job is much more than prioritizing features. Sure, a product manager needs to understand what features need to be added to a product to meet customer needs, though just focusing on collecting and prioritizing features is an extremely narrow view of product management.

如果你想成为一个不错的产品经理,就要意识到你的工作不只是对产品特点进行排序。当然,一个产品经理需要懂得什么特点需要加入到产品中去满足客户的需要,尽管只去关注收集和排序特点是一种产品管理极其狭隘的观点。

Product managers need to have a much broader view, seeing and understanding everything from the underlying customer needs to the business model to the product roadmap to the go-to-market strategy. Unfortunately, it is all too easy for product managers to fall in to feature-focused development mode, especially for online products and those developed using Agile methods.

产品经理需要有一个非常广阔的视野,要看到和懂得来自潜在客户的一切,需要商业模式,产品路线,入市战略。不幸的是,对于产品经理们,这一切都太容易了以至于陷入到了特征关注开发模式中,尤其是那些在线产品和使用敏捷路径的开发。

Why does this happen? A few possible reasons:

为什么会这样?这是一些可能的原因:

l  It is perceived as a relatively “safe” approach to product management. Implementing changes which have been requested is a not very controversial approach, after all. If a myriad of requests come in (and they often do), someone needs to choose which ones get addressed first. Product managers can easily get overwhelmed with the impossible task of trying to come up with a prioritization approach which attempts to please everyone both internally and externally. Instead of focusing on value-adding strategic activities, they may end up spending a majority of their time trying to deal with these never-ending feature lists.

对于产品管理,这被视为是一种相当“安全”的方法。毕竟实施被需要的改变不是一种非常有争议的方法。如果无数的需要加进来(他们经常这样做),人们就需要选择哪一个该首选确定。产品经理就会很容易陷入这个不可能的任务而不知所措,试图提出排序的方法而尝试让每个内部和外部有关系的人满意。而应该是关注所加入价值的战略活动,他们就会结束花费他们大多数的时间去试图处理那些从来不会结束的特点列表。

l  The prevalence of online tools which allow product development teams to capture input from users — everything from dedicated tools like Salesforce Ideas to social media platforms like Facebook and Twitter — has also put increased emphasis on feature lists. A product manager no longer needs to plan a customer visit or pick up a phone to get input; just put a query out on one of these sites, or look through what customers are posting themselves, and it will likely generate a large list of potential incremental enhancements. Unfortunately, just counting the number of times a specific idea is mentioned — or letting customers themselves vote — does not a product manager make. These tools are useful if used appropriately and in conjunction with other ways of obtaining a customer understanding, though they are not themselves a substitute for a product manager.

在线工具的流行允许产品开发团队去捕捉来自用户的输入-来自专用工具的一切,像销售团队的想法发布到社会媒体平台,例Facebook and Twitter-也会增加对特点列表的重视。一个产品经理不再需要计划客户访谈或者拿起电话去获得反馈;仅仅发布一个疑问到其中的某个站点上,或者浏览客户自己在发布什么,它可能会产生相当大潜在需要增强增加的列表。不幸的是,只是去计算被提到的特殊想法的次数-或者让客户自己投票-而不是产品经理去做。如果被适当应用,这些工具是有用的,会同其它的方法来获得客户的观点,尽管工具本身是无法取代产品经理的。

l  Inexperienced product managers without sufficient training and guidance do not know any better, and assume their job is just to collect features, prioritize them based on some criteria, and then make sure they get implemented. Many do not realize that there is much more to the role, and with pressure from others within the organization (e.g. “Make sure you keep the developers busy!”), their focus may extremely limited.

缺乏足够训练和指导的无经验的产品经理不知道什么会更好,假定他们的工作只是基于一些标准收集特点,进行排序,那么,可以相信他们会做的。但是许多人没有意识到这个角色决不仅如此,伴随着来自内部组织其他人的压力(例如:确信你让开发人员忙起来),他们的关注或许会相当有限。

So, how does a product manager prevent this from happening, or break out of the trap if it already is? Do this by taking successive steps back from the feature prioritization exercise. Ask yourself (and your team members) these questions:

因此,一个产品经理如何阻止这种情况发生,或者打破已经存在的情况呢?通过从排序特点的练习连续后退三步来做。问自己(以及你的产品团队成员)这些问题:

What is the purpose of the feature?

特点的目的是什么?

What problem does it solve and for whom?

它为谁解决什么问题?

How prevalent is this problem?

这个问题有多么普遍?

Are there other ways to solve this problem?

这个问题有其它方法解决吗?

How important is it that we solve that problem for that customer segment?

我们要为客户细分解决的这个问题有多重要?

What segment are we targeting and what are the most important problems to solve for them?

我们面对哪个细分,为他们要解决的最重要的问题是什么?

How does this support the product strategy and roadmap?

这是如何支持产品战略和路线的?

It is easy to get sucked in to the feature prioritization spiral, though good product managers need to stay above the fray and focus on the broader and more important strategic aspects of product management.

我们很容易卷入特点排序的螺旋中,虽然好的产品经理需要超越这个争论,关注在更广泛,更为重要的产品管理的战略方面。

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