产品经理的42个原则-原则22:Write It Down:把它写下来!

Nothing is worse than a product manager who keeps everything in their head and shares nothing materially with others.

没有什么比一个产品经理只把所有的东西都放到脑子里,而不和别人分享任何事更糟糕的了。

Your job is to document, document, document, and then go back and clarify, clarify, clarify. Your PRDs (product requirements documents) and MRDs (market requirements documents) should be the go-to information sources for everyone working on the product or supporting the product in some way. You need to educate, persuade, coach, and manage internal and external perceptions, assumptions, and people. To do this, have every pertinent piece of information documented. You can measure your success by the frequency people quote or refer to your documents. Give it to them—they need it.

你的工作是文档,文档,文档,然后回去解释,解释,解释。您的PRDs(产品需求文档)和MRDs(市场需求文档)应该是所有为产品工作或以某种方式支持产品的人的首选信息源。你需要教育、说服、指导和管理内部和外部的观念、假设和人。要做到这一点,要记录所有相关的信息。你可以通过人们引用或参考你的文档的频率来衡量你的成功。把它给他们——他们需要它。

To be the product leader—which a good product manager is—you need a record. Without it, others will try to mold the product into their view, which may not align well with what the market needs and the opportunity you’re chasing.

要成为产品领导者——一个好的产品经理是——你需要一个记录。如果没有它,其他人将试图以他们的观点来塑造产品,这可能与市场需求和你追逐的机会不太一致。

Here are a few steps to creating a written record for your product:

这里有几个步骤可以为你的产品创建一个书面记录:

Determine who your audiences are and what they need to learn from the document(s).

      确定你的听众是谁,以及他们需要从文档(s)中学习什么。

Determine in what time frame these audiences need to be served. For example, maybe engineering is the most urgent audience. If so, then it may be best to begin with the PRD sections for engineering and then move onto other areas of the PRD or the MRD.

      确定这些听众在什么时间段需要被服务。例如,也许工程师是最迫切的听众。如果是这样,那么最好从针对工程师的PRD部分开始,然后转移到PRD或MRD的其他区域。

Invite reviews and inputs. You are most successful when others feel ownership and accomplishment for your document. You want and need to be recognized as being the primary contributor, not the scribe. However, allowing others to contribute creates a community of ownership and belief; and that can serve the process very well later when tough decisions and prioritizations need to be made.

      邀请评审和输入。当别人对你的文档感到物有所值和有成就感时,你是最成功的。你想并且需要被认为是主要的贡献者,而不是抄写员。然而,要允许他人做出贡献,就要创造一个有所有权和信仰的社区;当需要做出艰难的决定和优先级排序时,这就很好地能够为这个过程服务。

Post it where anyone in the company can get to it easily (assuming there’s no information that requires a restricted distribution list). Many CEOs and VPs I know troll the intranet/corporate network looking for “interesting” items to read. Wouldn’t it be great if your CEO commented to your VP that she’d read the PRD or MRD? The fact that a CEO takes the time to do that reflects well on you. It also provides visibility for upper management, which is good. A lack of visibility usually raises doubt and uncertainty in people’s minds.

      把它贴在公司里任何人都能轻易触到的地方(假设任何信息都不需要一个受限的发行列表)。我认识的许多CEO和VPs都在内部网/企业网络中寻找“有趣的”条目来阅读。如果你的CEO对你的副总裁说她读过PRD或MRD,那不是很好吗?CEO花时间去做这件事,这反映了你的良好表现。它还为上层管理提供了可见性,非常好。缺乏可见性通常会引起人们的怀疑和不确定性。

Revise and update as needed, and in a timely fashion. If a major area of the product was put on hold, then update the document ASAP. Don’t let it get too out of date or the credibility of the record goes down with the accuracy. This can be a slippery, fast slope down, and then you find you’re not the product manager anymore.

      根据需要修正和更新,并及时改变。如果产品的一个主要部分被搁置,那就尽快更新文档。不要让它太过时,或者记录的可信度随着准确性而下降。这可能是一个不稳定的,快速的下降,然后你会发现你不再是产品经理了。

This doesn’t mean you have to be the lone author.

这并不意味着你必须是唯一的作者。

Create a documentation team and coordinate the activities. When a good team is brought together to author a PRD or MRD, the outcome can be astoundingly thorough, clear, and complete. Set your sights high and tap the best and most appropriate talent to participate.

创建一个文档团队并整合这个活动。当一个好的团队被召集到一起来编写PRD或MRD时,结果可以是令人惊奇的周密、清晰和完整的。把你的眼界放高,并利用最优秀、最合适的人才参与到其中。



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