Good Product Manager Bad Product Manager：好的/糟糕的产品经理都有什么特征—听听曾经的PM，现在的投资人怎么说！

Good product managers know the market, the product, the product line and the competition extremely well and operate from a strong basis of knowledge and confidence.

好的产品经理对市场、产品、产品线和竞争对手都非常了解，拥有强大的知识基础和信心。

A good product manager is the CEO of the product.

一个好的产品经理就是产品的CEO。

A good product manager takes full responsibility and measures themselves in terms of the success of the product. The are responsible for right product/right time and all that entails.

一个好的产品经理会承担全部的职责，并根据产品的成功程度来衡量自己。他们为正确的产品/正确的时间和所有相关的事情负责。

A good product manager knows the context going in (the company, our revenue funding, competition, etc.), and they take responsibility for devising and executing a winning plan (no excuses).

一个好的产品经理了解一切背景（公司，我们的营收资金，竞争对手，等等），他们承担着设计和执行一个成功的计划（没有借口）。

Bad product managers have lots of excuses. Not enough funding, the engineering manager is an idiot, Microsoft has 10 times as many engineers working on it, I’m overworked, I don’t get enough direction. Barksdale doesn’t make these kinds of excuses and neither should the CEO of a product.

糟糕的产品经理有很多借口。没有足够的资金，工程经理是白痴，微软有十倍多的工程师在工作，我做的太多了，我没有获得足够的方向。巴克斯代尔不会找这种借口，一个产品的CEO也不应该找这种借口。

Good product managers don’t get all of their time sucked up by the various organizations that must work together to deliver right product right time. They don’t take all the product team minutes, they don’t project manage the various functions, they are not gophers for engineering. They are not part of the product team; they manage the product team. Engineering teams don’t consider Good Product Managers a “marketing resource.”

好的产品经理的时间不会被各种各样的组织所吞没，因为这些组织本来就应该在一起工作，在正确的时间交付正确的产品。他们不会占用产品团队的时间，他们不会热衷于管理项目的各种职能，他们不是工程师们的勤杂工。他们不是产品团队的一员；他们管理产品团队。工程团队并不认为好的产品经理是“市场资源”。

Good product managers are the marketing counterpart of the engineering manager.

好的产品经理是工程经理的市场参照。

Good product managers crisply define the target, the “what” (as opposed to the how) and manage the delivery of the “what.”

好的产品经理清楚地定义目标，“做什么”(相对于如何做)，并管理“做什么”的交付。

Bad product managers feel best about themselves when they figure out “how”.

糟糕的产品经理在搞清楚“如何做”的时候自我感觉最好。

Good product managers communicate crisply to engineering in writing as well as verbally.

好的产品经理能够以书面和口头的方式与工程人员进行清晰的沟通。

Good product managers don’t give direction informally.

好的产品经理不会非正式地给出指示。

Good product managers gather information informally.

好的产品经理会非正式地收集信息。

Good product managers create leveragable collateral, FAQs, presentations, white papers.

好的产品经理会创建有影响力的产出物，FAQ，演示，白皮书。

Bad product managers complain that they spend all day answering questions for the sales force and are swamped.

糟糕的产品经理抱怨他们整天都回答销售团队的问题，陷入了泥潭。

Good product managers anticipate the serious product flaws and build real solutions.

好的产品经理会预见到严重的产品缺陷，并构建真正的解决方案。

Bad product managers put out fires all day.

糟糕的产品经理整天都在灭火。

Good product managers take written positions on important issues (competitive silver bullets, tough architectural choices, tough product decisions, markets to attack or yield).

好的产品经理会在重要的问题上采取书面立场（有竞争力的绝招，艰难的构建选择，艰难的产品决策，要攻击或获得的市场）。

Bad product managers voice their opinion verbally and lament that the “powers that be” won’t let it happen. Once bad product managers fail, they point out that they predicted they would fail.

糟糕的产品经理只会口头表达他们的观点，并哀叹“当权者”不会让这种事情发生。一旦糟糕的产品经理失败了，他们就会说知道自己就要失败。

Good product managers focus the team on revenue and customers.

好的产品经理会让团队聚焦于收益和客户。

Bad product managers focus team on how many features Microsoft is building.

糟糕的产品经理会让团队聚焦于微软正在开发多少特征上。

Good product managers define good products that can be executed with a strong effort.

好的产品经理定义的是可以通过努力而被执行的好产品。

Bad product managers define good products that can’t be executed or let engineering build whatever they want (i.e. solve the hardest problem).

糟糕的产品经理定义的是不能执行的，或者让工程人员构建他们想要的任何东西（比如解决最困难的问题）好产品。

Good product managers think in terms of delivering superior value to the market place during inbound planning and achieving market share and revenue goals during outbound.

好的产品经理会考虑在入境计划中为市场提供卓越的价值，并在出境期间实现市场份额和收入目标。

Bad product managers get very confused about the differences amongst delivering value, matching competitive features, pricing, and ubiquity.

糟糕的产品经理会对交付价值、匹配竞争特征、定价和普遍性之间的差异感到非常困惑。

Good product managers decompose problems.

好的产品经理分解问题。

Bad product managers combine all problems into one.

糟糕的产品经理会把所有的问题集中在一起。

Good product managers think about the story they want written by the press.

好的产品经理会考虑他们想让媒体写的故事。

Bad product managers think about covering every feature and being really technically accurate with the press.

糟糕的产品经理会考虑覆盖所有特征，并在技术上准确地面对媒体。

Good product managers ask the press questions.

好的产品经理会向媒体提问。

Bad product managers answer any press question.

糟糕的产品经理会回答任何媒体的问题。

Good product managers assume press and analyst people are really smart.

好的产品经理认为媒体和分析师都很聪明。

Bad product managers assume that press and analysts are dumb because they don’t understand the difference between “push” and “simulated push.”

糟糕的产品经理会认为媒体和分析师都很愚蠢，因为他们不明白“推送”和“模拟推送”的区别。

Good product managers err on the side of clarity vs. explaining the obvious.

好的产品经理宁可在清楚的地方犯错，也不去解释显而易见的事情。

Bad product managers never explain the obvious.

糟糕的产品经理从不解释显而易见的事情。

Good product managers define their job and their success.

好的产品经理定义他们的工作和成功。

Bad product managers constantly want to be told what to do.

糟糕的产品经理总是希望别人告诉他该做什么。

Good product managers send their status reports in on time every week, because they are disciplined.

好的产品经理每周都会按时提交他们的状态报告，因为他们是有纪律的。

Bad product managers forget to send in their status reports on time, because they don’t value discipline.

糟糕的产品经理忘记及时提交他们的状态报告，因为他们不重视纪律。

作者介绍

Ben Horowitz is a cofounder and general partner at the venture capital firm Andreessen Horowitz. He is the author of the New York Times bestsellers, The Hard Thing About Hard Things and What You Do Is Who You Are. He also created the a16z Cultural Leadership Fund to connect the greatest cultural leaders to the best new technology companies, and enable more young African Americans to enter the technology industry.

本.霍罗威茨是风险投资公司Andreessen Horowitz的联合创始人和普通合伙人。他是《纽约时报》畅销书《The Hard Thing About Hard Things》和《What You Do Is Who You Are》的作者。他还创建了a16z Cultural Leadership Fund，将最伟大的文化领袖与最好的新技术公司联系起来，并使更多的非洲裔美国年轻人进入技术产业。被马克·扎克伯格称为“我们这些硅谷年轻企业家的管理导师”，也被誉为硅谷“最著名的50个天使投资人之一”。

Prior to a16z, Ben was cofounder and CEO of Opsware (formerly Loudcloud), which was acquired by Hewlett-Packard for $1.6 billion in 2007, and was appointed vice president and general manager of Business Technology Optimization for Software at HP. Earlier, he was vice president and general manager of America Online’s E-commerce Platform division, where he oversaw development of the company’s flagship service. Previously, Ben ran several product divisions at Netscape Communications. He also served as vice president of Netscape’s widely acclaimed Directory and Security product line. Before joining Netscape in July 1995, he held various senior product marketing positions at Lotus Development Corporation.

在a16z之前，Ben是Opsware(前身为Loudcloud)的联合创始人和首席执行官，该公司于2007年被惠普以16亿美元收购，并被任命为惠普软件业务技术优化副总裁和总经理。此前，他是AOL电子商务平台部门的副总裁兼总经理，负责该公司旗舰业务的开发。此前，本在网景通信公司(Netscape Communications)负责几个产品部门。他还担任Netscape广受赞誉的目录和安全产品线的副总裁。在1995年7月加入网景之前，他曾在Lotus Development Corporation担任多个高级产品营销职位。

Andreessen Horowitz投资了包括Skype、Zynga、Digg，以及Foursquare、Airbnb、Twitter、Facebook等90家互联网公司。