Product-oriented technical managers need to control

The product-oriented technical manager needs to control the PDCA cycle
during the development process. The following processes do not mean that one can start the next after finishing one. A qualified technical manager should not follow the rules. The only constant in all product processes is change, adapt to change and embrace change. The time factor is very important in everything. In terms of market competition, the first step is to take the lead, and in terms of development, the faster step is to reduce costs.
Product project approval: The decision makers describe what product or concept to make, what are the general functions, and the general target market and users. This step may be the invention of the leader's head, or it may be the demand put forward by the customer. Product decisions are aligned with company decisions.
Feasibility study: The product manager will describe the product in a clear language, and analyze its feasibility from the aspects of economy, technology, law, etc., and decide whether to develop it by itself, outsource it, or re-development after external purchase. Core functionality needs to be identified. This step must be demonstrated at least from two aspects of market and technology.
Rough plan: Determine the approximate delivery date of the final product, the time point of each milestone, and the delivered product must include the core functions in the feasibility analysis.
Requirement analysis: Define all the requirements of the software system, write "Requirements Analysis Specification" and "Requirements Specification Specification", preferably make a product prototype and submit it for review.
Technology selection: General projects lack this link, but it is very important and has far-reaching impact. The development language selected here is greatly affected by the company's conditions. If the voice of the company team at that time is different, the choice is still very difficult.
Team building: This link is generally missing. For start-ups or new teams, this must be considered, which directly affects whether the product can be developed normally and smoothly. It is placed behind the technical selection because the team is to serve the goal of developing the product.
Development plan: delivery time of each version, function point time point. This plan needs to be revised as it progresses.
Architecture design: The architecture of the software is built by architects or senior programmers. Generally, it is based on rights management. A good architecture has continuity. Future development is only to add functions. The new functions are integrated like plug-ins without affecting the original code.
Detailed design: The relationship between classes and interfaces is described by senior programmers. If this part is a good framework, it can be handled directly in the code, that is, the interface can be customized and handed over to the programmer for implementation.
Development Code: Implement the interface. This part of the work also includes unit testing, etc. The interface part is done in accordance with the "Requirements Specification".
Project testing: QC tests the projects provided by the development department, including functional and performance testing, according to the "Requirements Analysis Instructions" and "Requirements Specification Instructions", and publishes the "User Manual" after testing and acceptance.
Product maintenance: including bug modification, new function collection, perfect maintenance and other related operations. Bugs should be revised in time, and new functions can be added to the next version.

In terms of importance, the more the previous process, the greater the impact on the project product. From a commercial point of view, product project approval is the most important; in terms of pure development technology, architecture design should be the most technical.

These are based on my many years of work experience.