Product management vs. Project management(II)

Product management vs. Project managementII

产品管理 VS 项目管理

 

If you want to be a bad product manager, confuse product management with project management. The words are so close because the two concepts are so similar. Product managers should manage projects since they need to ensure that the projects get done. They’re both management roles (right?) so the skills and experience are virtually the same. Project managers just get in the way and try to take control of the project away from the product manager.
如果你想成为一个糟糕的产品经理,就把产品管理和项目管理混为一谈。这两个词很相近,因为这两个概念很相似。产品经理应该管理项目,因为他们需要确保项目完成。它们都是管理角色(对吧?),所以技能和经验实际上是一样的。项目经理只是从中作弄,试图从产品经理手中夺走项目的控制权。
If you want to be a good product manager, learn the difference between product management and project management. Despite the similar names, there are big differences between product management and project management. Confusing them is common, even among those experienced in product development.
如果你想成为一个好的产品经理,学习产品管理和项目管理的区别。尽管名称相似,但产品管理和项目管理之间存在很大的差异。混淆它们是很常见的,即使是在那些有产品开发经验的人当中。
Project managers are responsible for the successful delivery of a project — a one-time endeavor with a goal, scope, deadline, budget, and other constraints. A project manager will work to align resources, manage issues and risks, and basically coordinate all of the various elements necessary to complete the project. As they relate to products, projects can be undertaken to build a product, to add new features to a product, or create new versions or extensions of a product. When the project is complete, the project manager will usually move move to a new project, which may be related to a different product.
项目经理的职责是成功交付一个项目-具备目标、范围、最后期限、预算和其它约束的一次性努力。一个项目经理要依照资源、事务管理和风险开展工作,基本上要协调所有类型的必要元素来完成这个项目。与产品相关的项目可以用于构建产品、向产品添加新特征或创建产品的新版本或扩展。当这个项目完成的时候,这个项目经理通常将转移到下一个新的项目中,这就和另一个产品相关了。
Product managers are responsible for the overall and ongoing success of a product. Once the project to build the product is complete and the project manager has moved on, the product manager remains to manage the product through the entire lifecycle. Other projects related to the product may be initiated, with the product manager being the one constant stream throughout, defining the project goals and guiding the team to accomplish the business objectives that have been defined.
产品经理的职责是整体地和持续的关注一个产品的成功。一旦构建产品的项目完成,这个项目经理就会离开,而这个产品经理仍需要在整个生命周期里管理这个产品。和产品相关的其它项目就会开始,伴随着的是产品经理在全周期中成为一个持续的工作流,定义项目目标,引导团队达成定义的商业目标。
One challenge of the two roles is that they can appear to be at odds with each other. A product manager may want to add a lot of features to meet observed customer needs, but the project manager may want to keep scope as small as possible so that the project is delivered on time and under budget. Traditional definitions (and probably those above, too) often mischaracterize the project manager as singularly focused on getting the project finished on time and under budget without any concern as to whether it meets the market or customer needs.
两个角色的挑战是他们之间可能会出现争执。产品经理或许想加入大量的特征去满足观察到的客户需要,但是项目经理可能想要保持范围尽可能小,因为这个项目要按时并在预算之内交付。传统的定义(可能还有上面的那些定义),项目经理通常被描述为极度关注项目按时并不超预算的完成,而不是关注它是否满足市场或客户的需要。
Good product managers and good project managers are able to create a balance of these conflicts. Good project managers know that the true success of a project is not whether it is on time and within budget, but whether it meets the defined goals and objectives. Good product managers know that all the features in the world will not matter if the project is continually delayed and never makes it to market or if it is too over budget to be completed.
好的产品经理和好的项目经理能够平衡这些冲突。优秀的项目经理知道,项目的真正成功不在于它是否准时和在预算之内,而在于它是否符合既定的目标和目的。优秀的产品经理知道,如果项目不断推迟,永远无法上市,或者项目超出预算无法完成,那么世界上所有的特征都不重要。
Especially for web-based and technology products, the confusion between project and product management is common and potentially harmful to organizations who do not acknowledge the distinction.
尤其是基于web和技术的产品,对于两者之间的混淆是很常见的,而且对于不承认这一区别的组织可能是有害的。
Today, as websites have become increasingly important in business, they are, unfortunately, still being managed as projects. This becomes a problem in meeting defined business objectives, prioritizing, having the right skills to manage what has now become a core business function. If the website has become or is a core business function there is a greater need than managing a project, it has become a product which will have a series of projects driven through business objectives.
今天,随着网站已经在商业中变得越来越重要,不幸的是,它们仍然被作为项目来管理。这在满足定义的商业目标、确定优先级上成为了一个问题,拥有正确的技能进行管理现在已经成为一个核心的商业能力。如果网站已经成为或者已经是一个比管理一个项目有更高需要的核心的商业功能,那它就变成了一个产品,它将通过商业目标驱动一系列的项目。
There are some important points to keep in mind related to project management and product management:
有一些重要的点去牢记项目管理和产品管理:
  • Just like every product needs a product manager, every project needs a project manager.
就像每个产品需要一个产品经理一样,每个项目也需要一个项目经理。
  • Just because product managers think they can manage their own projects does not mean they should.
仅仅因为产品经理认为他们能管理他们自己的项目,但并不意味着他们应该这样去做。
  • The skills, talents, and traits involved in project management are very different from those involved in product management.
项目管理所涉及的技能、才能和特质与产品管理所涉及的有很大的不同。
  • Just like it is hard to find one single person who can fill the product management role and the product marketing role, it is hard to find one person who can be successful at both the product management and the project management role.
就像很难发现一个人能担负产品管理角色和产品营销角色一样,去发现一个人能够成功担负产品管理和项目管理角色也是困难的。
  • Project management is not a stepping stone to product management, nor vice versa.
项目管理不是产品管理的垫脚石,反之亦然。
  • Good project managers are just as valuable as good product managers.
好的项目经理和好的产品经理一样有价值。
  • Finding a good project manager to manage your projects will help you be an even better product manager.
找到一个好的项目经理去管理你的项目,从而帮助你成为更好的产品经理。
  • The less time product managers spend on project management, the more time they will be able to spend on product management.
产品经理要在项目管理上花更少的时间,要花更多的时间在产品管理上。
  • To avoid conflicts between product management and project management, product managers, project managers, and project teams should all agree on shared goals and objectives as much as possible.
避免在产品管理和项目管理上的冲突,产品经理,项目经理以及项目团队要尽可能的在共享目标和对象上达成一致。

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