Everyone is a Product Manager

A product manager is a type of person whose ideas and methods of doing things can solve many practical life problems. As long as you can find the problem and describe it clearly, turn it into a requirement, then turn it into a task, win support, mobilize a group of people to complete the task, and continue to track and maintain this product with a master mentality, then , you are the product manager. At least, you are already your own product manager, which is the true meaning of "everyone is a product manager".

Five levels of Internet product design—strategy, scope, structure, framework, and performance.

Good products can change the world” is the belief of a product manager. Product managers in the

Internet and software industries put it together, because both belong to the IT industry, and now Internet products are more and more complex, more and more like software, and Software products are also increasingly based on web browsers. The two subfields are increasingly converging and converging.

A product is something that solves a problem.

UC Design: Use Case Design PMT Product Management Team SNS Social Networking Services .

BRD: Business Requirements Document PRD: Product Requirements Document.

Seed Users: Loyal users who use a new product. UGC

: User Generated Content: User participation in product design.

to discover usability in interface design.

Problems, usually only a few users can be tested to see how they do it, which is a typical qualitative study. The

user asked Ford for a faster horse, but Ford gave the user one For the same problem, the difference between the two sets of solutions is that one is user demand and the other is product demand. And the transformation process in the middle is the theme of this section - demand analysis.

User demand VS. product demand: user Requirement: The user's self-imposed needs, and often expressed as the user's solution. Product requirements: After our analysis, the real needs found and expressed as the product's solution.

Demand analysis: The process of starting from the needs put forward by users, finding the real desires of users, and then converting them into product needs.

The biggest difference between demand analysis and common technical analysis is the essential difference in thinking. Technical analysis is a task decomposition process of "trunk - branch - leaf". Small problems are found and difficulties are overcome one by one. The demand analysis is the analysis process of "first: leaves - branches - trunks, and second: tree trunks - branches - leaves", so the complete demand analysis is a "point-total-point" "the process of.

A great requirements analyst can ignore what the user wants, explore what his heart really desires, and then come up with a better solution, or what the user really needs, that's what the title of this section means - we the value of existence.

Users pay for their own solutions, not ours.

The highest state of product design creates demand!

First convert user needs into product requirements, and then step by step determine the basic attributes, commercial value, implementation difficulty, cost-effectiveness, etc. of each product requirement.

Information Architecture (Information Architecture), referred to as IA. Its main task is to build a smooth bridge between information and user cognition, and it is a carrier for the intuitive expression of information. In layman's terms, information architecture is the study of the expression and transmission of information.

The company is divided into departments according to product lines. For a certain product, it has its own product designer,
development and testing. What needs to be done in the next period of time can be decided at the level of the product manager.

The company's organizational structure has been adjusted, and it has become a team divided by functional lines, with a unified product center, including all product managers and designers; R&D center, including all development engineers, architects, etc.; quality control
The center, including all the test engineers... In this case, each product is still made by the original product personnel, but the development and test resources may flow to a certain extent. Each product has a lot of needs, so we want to grab as many development and testing resources as possible, but human resources are always seriously insufficient, so which product ultimately invests resources in, we must rise to several centers The decision is made at the level of the big boss, and the decision-making basis of the big boss is the business requirement document produced by each product team.

In fact, we went through several repetitions later. The team divided by product line is always beneficial to the product itself. Product managers have more power and can do things according to their own ideas. Resources are guaranteed, and product planning is not easy. passive change. In addition, the communication between employees of various functions is smooth, and the single-line leader, the head of development, the head of testing, etc. are all accountable to the product manager.

Teams divided by functional lines are beneficial to the sharing of resources among multiple products, which can allow resources to flow to more needed places and ensure investment in core products, but the efficiency is not high. Since product planning decisions need to be finalized at a higher level, The development speed of individual products will be reduced. In addition, the resource war can combine the two organizational structures of the "catfish effect" to give me the feeling of "one attack and one defense". When the product is in the start-up period, it needs to develop at full speed, which must be the product line structure, and the product manager takes the lead in rushing forward. And when there are several products in the company that gradually mature, more functional lines are used to make more full use of resources, because in a mature product team, the things to do are usually more than the "start-up" expansion from the product to the company level, so that the product It's a good thing that managers and designers are more frantically thinking about product development.

Ready to go: Pack your needs.

When doing a project, the ultimate goal is to save more and more quickly.

Project TRQ: project time (Time), project resources (Resource), project quality (Quality and Quantity).

Business Requirement Document, Business Requirement Document, referred to as BRD; MRD: Market Requirement Document, market requirement document; PRD: Product Requirements Document, product requirement document.

"The Rubik's Cube Project": Integrate two old products into a new product, which is a bit like a Rubik's Cube. By breaking up and combining, a brand new result is obtained.

The design has no size, it must be done with care.

Doing a project and doing a product are inseparable. The process of making a product is realized by making a project with one, not a simple superposition of projects.

Products can also be a product line, a product family.

Product Manager: Think about it. Product managers are doing the right thing, whether the products they lead meet the needs of the market and whether they can bring profits to the company.

Pay attention to the product life cycle and make money. The most important thing is judgment and creativity.

Project Manager: By doing. Project managers do things right and accomplish goals within time, cost, and resource constraints. Decide what to do, who to do it, and when to do it.

A thing must have its two sides. If you only see one side, it means that you only see a part of the system. At this time, you must jump out and look for the other side, and then try to find the unity behind the "opposition", just like Hegel. The so-called "pros and cons".

Doing a project: saving more money—large scope, short time, high quality and resource saving.

WBS: Work Breakdown Structure TC Test Case UC Use Case UAT: User Acceptance Test

Planning + Control: Project Management Occam's Razor: Do not add entities unless necessary

The essence of document version management: multi-person collaborative work. PPT: Lie to him. DCP: Business Review Point -> Purpose: Project Continuation, Reorientation, Project Termination

LCM: Life Cycle Management Team with plans to embrace change

Smiling Curve is Mr. Shi Zhenrong, the founder of Acer Group, an important domestic technology company. In 1992, he put forward the famous "Smiling Curve" theory in order to "rebuild Acer". The
allocation of human resources is "high on both sides of R&D and market". "Smile Curve".

The key performance indicator method (Key Performance Indicator, KPI), which simplifies the evaluation of performance into the assessment of several key indicators, takes the key indicators as the evaluation standard, and compares the performance of employees with the key indicators. To a certain extent, it can be said that it is an effective combination of management by objectives and Pareto's law. Key indicators must conform to the SMART principle: Specific, Measurable, Attainable, Realistic, and Time-based.