分类
中英文对照

产品管理的洞察 from 前Airbnb产品负责人

Observations on Product Management 产品管理观察

本文作者:Airbnb产品负责人

翻译情况:AI翻译、人工已校对

原文:https://medium.com/@danhilltech/observations-on-product-management-3abc7e00148e?utm_source=wanqu.co&utm_campaign=Wanqu+Daily&utm_medium=website

Summary:I’ve spent 10 years now building products — from consulting, to startups, to larger teams like Airbnb.Good process is any that allows the team to produce better work faster, with joy and elegance.• The greatest attribute of a Product Manager is a strongly developed ability for metacognition.It is impossible to bullshit good engineers, designers, data scientists, researchers.

摘要:我已经花了10年的时间来打造产品–从咨询,到初创公司,再到像Airbnb这样的大型团队.好的流程是任何能够让团队更快地产生更好的工作,快乐和优雅.–产品经理最大的属性是强烈发展的元认知能力.不可能对优秀的工程师,设计师,数据科学家,研究人员进行废话。

I’ve spent 10 years now building products — from consulting, to startups, to larger teams like Airbnb. I wanted to capture some of the things I’ve learned, mostly for my own memory. But if others find them useful, great!

我已经花了10年的时间来构建产品–从咨询,到初创公司,再到Airbnb这样的大型团队。我想捕捉一些我学到的东西,主要是为了自己的记忆。但如果其他人觉得它们有用,那就太好了!

Mostly these are things that are either obvious but no-one ever says them, or non-obvious but important.

大多数这些东西要么是显而易见但没人说过的,要么是不显而易见但很重要的。

This first list is of aphorisms is more general; I’ll share observations on particular themes too. I also try and be explicit on the usage of Product Management (a discipline) and product generally (the stuff we create).

这第一张清单的格言比较笼统;我也会分享对特定主题的观察。我也会尽量明确产品管理(一门学科)和产品(我们创造的东西)的用法。

 The job of Product Management is to deliver good products to end users. The sheer number of possible definitions of good, product and user mean there’s no standard look to a Product Manager. But if you don’t deliver, the product is not good, or no-one uses it, you’ve done it wrong.

产品管理的工作是向最终用户提供好的产品。好、产品和用户的可能定义的数量意味着产品经理没有标准的样子。但如果你没有交付,产品不好,或者没有人使用,你就做错了。

Your product, especially if you manage people directly, is not the product. It’s the process that builds the product. Designers output interfaces/interactions, engineers output code, product managers output process.

你的产品,尤其是你直接管理人的时候,不是产品。而是构建产品的过程。设计师输出接口/交互,工程师输出代码,产品经理输出流程。

‘Process’ includes the frameworks for reasoning about a problem, how the team interacts and communicates, expectations of the product, expectations of the team, timelines, what success and quality look like, how decisions are made.

‘流程’包括推理问题的框架,团队如何互动和沟通,对产品的期望,对团队的期望,时间线,成功和质量是什么样的,如何做决策。

Process is not inherently bad. There’s good process and bad process. Good process is any that allows the team to produce better work faster, with joy and elegance. Bad process is anything else.

流程并不是天生就不好。有好的流程和坏的流程。好的流程是任何能让团队更快、快乐、优雅地完成更好的工作的流程。坏的流程是任何其他的东西。

Be wary of people who hate process. Sometimes they have been burned by bad process, often though they fear process is a) the same as bureaucracy or b) will limit their contributions.

要警惕那些讨厌流程的人。有时他们已经被坏流程烧伤了,往往虽然他们害怕流程是 a)和官僚主义一样,或者 b)会限制他们的贡献。

If you are a new Product Manager to a team that hasn’t worked with one before, the first order of business is proving to the team that your process increases their contributions and joy, not decreases it. It almost doesn’t matter what the product is.

如果你是一个新的产品经理,到一个以前没有合作过的团队,首要的任务是向团队证明你的流程会增加他们的贡献和快乐,而不是减少它。产品是什么 几乎不重要。

The greatest attribute of a Product Manager is a strongly developed ability for metacognition. First, to be able to introspect oneself and see how your words, actions, choices are affecting an outcome. Second, to introspect a process and understand why it is or is not working.

产品经理最大的特质是强烈发展的元认知能力(metacognition-站长补充:知道自己知道什么,知道自己不知道什么,以及努力突破&时刻警惕去尝试知道自己不知道领域的意识和能力。很多时候产品方案会被我们的已有认知带偏,更重要的是去探索自己不知道的领域让方案更加完善科学)。第一,能够自省,看到自己的言行、选择是如何影响一个结果的。第二,能够反省一个过程,理解为什么这个过程有效或无效。

Most Product Managers (and everyone probably) spend too little time thinking about how to solve a problem. They jump straight into solving it. Problems come in different shapes, and not all need the same process. The process that shipped the last product is unlikely to be the one that you need for the next.

大多数产品经理(可能还有所有人)花在思考如何解决问题上的时间太少。他们直接跳到解决它。问题有不同的形态,并不是所有的问题都需要相同的流程。上一个产品交付的流程不太可能是下一个产品所需要的流程。

It is easier to macrobullshit than to microbullshit. It is impossible to bullshit good engineers, designers, data scientists, researchers. If the team isn’t calling you out on something fairly regularly, you’re doing it wrong.

宏观扯皮比微观扯皮容易。优秀的工程师、设计师、数据科学家、研究人员是不可能轻易被哄骗游说的。如果团队没有相当规律地叫你做某件事,你就做错了。

Where there is skill to move mountains, there is no need for the faith that moves mountains. Faith cannot last — eventually someone has to build something.

在有技术可以移山的地方,就不需要移山的信念。信念不可能长久–终究要有人去建造一些东西。

Incremental development and vision are not orthogonal; they both require the other. All product must start with a vision — a point of view — but then be built critically step by step. It’s ok to learn something new as you go.

渐进式发展和愿景不是正交的,它们都需要另一个。所有的产品都必须从愿景–观点–开始,但又要一步步批判性地建立。一边走一边学习新的东西是可以的。

Being data-driven is not vision. People who cling to being data-driven rarely create anything new or interesting. I also personally find it hard to explain why to them.

数据驱动不是愿景。执着于数据驱动的人很少能创造出任何新的或有趣的东西。我个人也觉得很难向他们解释为什么。

发表评论

邮箱地址不会被公开。 必填项已用*标注