产品经理的42个原则-原则9:The Two-Week Rule:两星期规则!

You’ve worked hard, you’ve generated a compelling business case, you’ve spent time designing and writing specs, you’ve solicited the input from a number of customers and stakeholders, you’ve answered countless questions from the developers, and you finally launch.

您已经努力工作,您已经产生了一个引人注目的商业案例,您已经花了很多时间来设计和编写规格,您已经从许多客户和利益相关者那里征求了意见,您已经回答了来自开发人员的无数问题,最后您终于启动了。

Yet the product fails

然而这个产品失败了

It’s either something that the customers just didn’t want once they saw it, or they couldn’t figure out how to use it, or it would have taken so long to build that you were forced to gut it just to get it shipped in a reasonable time frame.

这要么是客户一旦看到它,就是不想要的东西,要么他们不知道如何使用它,要么它花了很长时间才构建起来,你逼迫自己拼命工作,只是为了让它在一个合理的时间框架内交付。

It may have failed due to any number of issues:

它可能因为很多问题而失败了

Your customers didn’t really want what they thought they wanted; you didn’t have capable designers; you were confusing yourself with your customer; you didn’t get engineering’s input until it was too late; or one hundred other reasons.

你的客户并不是真的想要他们认为想要的东西;你没有有能力的设计师;你把自己和你的客户搞混了;你直到为时已晚,也没有得到工程的输入;或者其他上百个理由。

But all of these would have been preventable if you had just been able to get the product concept in front of real users early enough in the process to have determined if the product was destined to succeed or fail.

但是,如果你能在真实用户面前及时地将产品概念摆在真正的用户面前,以确定产品是否会成功或失败,那么所有这些都是可以避免的。

A lot of people think the only way to get this feedback is to design it, build it, launch it, and then see what happens.

很多人认为获得这种反馈的唯一方法是设计它,构建它,发布它,然后看看会发生什么。

There are a few cases where that’s true, but it’s rare.  For the most part, especially for Web products, we can, in fact, get the feedback we need in the time frame we need it, if we focus on the right activities—prototyping and testing that prototype on real users—rather than spending our time creating business cases, gathering requirements, and writing specs.

有一些情况是这样的,但很少见。在大多数情况下,特别是对于Web产品,我们可以在我们需要的时间框架中获得我们需要的反馈,如果我们专注于正确的活动——在真实用户身上进行原型设计和测试——而不是花时间创建商业案例、收集需求和编写规格。

But another less obvious dynamic happens when we wait too long to get feedback from real users and customers: we get too attached to our own ideas.

但另一个不太明显的动态是,当我们等待太长时间,无法从真实用户和客户那里得到反馈时:我们过于依赖自己的想法。

Many product managers hold off for months before they get any real validation of the ideas with the people that matter.

许多产品经理会在几个月后才会对那些重要的人进行真正的验证。

And every day that goes by the product team gets increasingly deeper and more entangled with their original idea to the point that now they’re either too scared to show it to customers for fear of having to start over, or they are so confident that it will be great that they think they can just skip to development, or they’ve got developers screaming at them just to give them something to build.

随着产品团队的每天不断深入、于是开始更纠结自己最初的想法,现在他们也不敢拿给客户,害怕重新开始,或者他们认为这会是了不起的,他们认为他们可以直接跳过开发,或者他们只是给了开发让他们在构建上尖叫的东西。

So for those people that believe in the principle that they need to validate their product ideas with real users, but are unsure of how “baked” the idea needs to be, I offer this very explicit rule—never go more than two weeks without putting your product ideas in front of real users and customers.

对于让这些人相信这个原则,他们需要和真实的用户验证他们的产品想法,但不确定如何“烘烤”这个需要被验证的想法,我提供非常明确的规则—把你的产品想法摆在真实的用户和客户面前的时间不要超过两个星期。

Does this mean your ideas won’t be fully fleshed out yet?  Yes, and good.

这是否意味着你的想法还没有完全具体化?是的,很好。

Does this mean that customers might not like your ideas?  Yes, and good.

这是否意味着客户可能不喜欢你的想法?是的,很好。

Remember, it’s all about failing fast.

记住,这就是快速失败的全部

You can and should continue to refine your product ideas—it’s not like you have two weeks to define every last pixel.  But you must get out of the office and put your ideas in front of real users while you still have time to adapt.

你可以而且应该继续完善你的产品想法——这并不是说你有两周的时间来定义每一个微小的事。但是你必须离开办公室,当你仍然有时间去改变的时候,把你的想法摆在真实的用户面前。

At Facebook they like the mantra, “Don’t fall in love,” as a way to ensure that the product team doesn’t get so enamored of their own ideas that they ignore or rationalize the feedback from the people that matter.

在Facebook,他们喜欢“不要陷入爱河”的咒语,以此来确保产品团队不会如此迷恋他们自己的想法,以至于忽视或合理化来自有关人员的反馈。

Steve Blank has a great line about this: “In a startup, no facts exist inside the building, only opinions.” I believe strongly that the most important thing that a product manager must do is put his ideas in front of real users and watch their responses.

Steve Blank对此有一句很好的话:“在创业公司里,创建中没有事实存在,只有观点。“我坚信,产品经理必须做的最重要的事情就是把他的想法放在真实的用户面前,观察他们的反应。

Remember that your job as a product manager is to define a successful product and have evidence that the product will be successful, not just your opinion.  And you won’t find that evidence inside your building.

记住,你作为产品经理的工作是定义一个成功的产品,并有证据表明产品将会成功,而不仅仅是你的观点。你不会在你的大楼里找到证据。



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