Product teams

Next we're going to look at a different perspective on product management through the eyes of the extended team members with whom you work.

接下来，我们将从你合作的团队成员的角度来看产品管理，探讨不同的观点。

We're going to switch gears now and look at the product manager role based on how they interact with adjacent teams.

现在我们要切换视角，从产品经理与相关团队的沟通上来看产品经理的角色。

One common definition of product management focuses on the intersection between engineering, design and sales and marketing or more broadly, the business.

产品管理的一个常见定义侧重于工程、设计以及销售和市场营销之间的交叉点，或者更广泛地说，侧重于商业领域。

In this model the PM is the hub between these functions in ensuring that products meet customer requirements.

在这个模型中，产品经理是这些职能之间的枢纽，确保产品符合客户需求。

The technical product manager TPM or agile product owner roles tend to be more internally focused on the build phase of the development process.

技术产品经理（TPM）或敏捷产品负责人的角色更倾向于聚焦开发过程中的构建阶段。

In agile the product owner owns the product vision and priorities and represents the extended team in prioritizing work.

在敏捷开发中，产品负责人负责产品愿景和优先事项，并代表其它团队在工作优先级上进行排序。

But agile methodology doesn't go into particular detail around how or when that collaboration with the market or extended team happens.

但敏捷方法论并没有详细说明与市场或其它团队的协作如何进行以及何时进行。

This make sense when you consider that the agile manifesto was written by a group of engineers.

考虑到敏捷开发准则是由一群工程师编写的，这一点是有道理的。

So the product owner role is defined from the perspective of what engineering needs. The product owner role is really a subset of product management.

因此，产品负责人角色是从工程需求的角度来定义的。产品负责人角色实际上是产品管理的一个子集。

Both this model and even the previous venn diagram, under emphasize the importance of planning and interacting with the extended team.

无论是这个模型，还是之前的图表，都没有充分强调规划和与扩展团队互动的重要性。

That said regardless of your title, you'll likely have a boarder set of extended team interactions, including with executives and operations teams.

话虽如此，无论你的职位是什么，你很可能需要与更广泛的扩展团队进行互动，包括与高管和运营团队的交流。

Placing the product manager role at the center reflects two important aspects of your job.

将产品经理角色置于中心位置反映了你的工作中的两个重要方面。

First you act as the communication center to inspire and keep all adjacent teams in the loop and working toward shared goals.

首先，你作为沟通中心，激励并确保所有相关团队保持联系，并朝着共同的目标努力。

All of these groups will want you to communicate the vision and product roadmap.

所有这些团队都希望你传达愿景和产品路线图。

Additionally you play a key role as a connector between these functions.

此外，你扮演着关键角色，作为各个不同职能之间的连接点

Anticipating when various groups should be talking with one another and determining what pieces of information each team needs to do their jobs effectively.

你需要预期各个团队应该何时进行交流，并确定每个团队为了有效完成工作所需要的信息。

Secondly you act as the representative for any of these teams who are not in the room in various meetings.

其次，你充当那些在各种会议中不在场的团队的代表。

You ensure that their desires and objections are heard and you follow up with them to communicate relevant decisions and action items.

你确保他们的愿望和反对意见被听到，并与他们进行交接，以传达相关的决策和行动事项。

We'll take a brief look at each of these major functions what them expect form Pms and tips for building stronger working relationships.

我们将简要介绍每个主要职能，并了解他们对产品经理的期望以及如何建立更好的工作关系的技巧。

Executives and other strategy roles

First we'll talk about working with executives and other strategy roles, corporate development and business development.

首先，我们将讨论与高管和其他战略职能、企业发展和业务发展部门的合作。

Being an executive and having previously started out as a product manager, i can tell you that execs are often the most difficult stakeholders to work with.

作为一名高管，我曾经从产品经理起步，我可以告诉你，高管往往是最难以合作的利益相关者之一。

Executive spend much of their time outside of the office and their interactions with investors, industry analysts and partners drive a strong sense of urgency.

高管们大部分时间都在办公室之外度过，他们与投资者、行业分析师和合作伙伴的联系会带来强烈的紧迫感。

Given their external pressures and desire to maximize the value of investments including their team.

考虑到他们面临的外部压力以及希望最大化投资价值（包括团队），这一点是可以理解的。

This often translates into impatience in the product cycle.

这在产品循环中通常会表现为缺乏耐心。

As soon as you talk about a new feature or capability being built, the exec assumes it's done and wants to know or worse suggest the next big thing.

一旦你谈论到正在构建的新功能或能力，高管就会认为它已经完成，并希望了解甚至更糟糕地提出下一个重要事项。

So managing upwards is a key skill for product managers in order to protect your team and maintain focus.

所以对于产品经理而言，向上管理是保护你的团队何维持专注的重要能力。

Executives look to product managers to provide regular updates on project status, including at times, designs.

高管们期望产品经理能够定期提供最新的项目进展情况，包括有时候会涉及设计方面的内容。

Clear communication about an opportunity to provide input into the product roadmap.

清晰地传达对产品路线图提供意见的机会。

Market updates on competitors, new acquisition opportunities and so forth.

提供关于竞争对手、新的收购机会等最新市场信息。

And reporting on product KPIs and recent releases and trends toward your goals.

报告产品关键绩效指标（KPI）以及最近发布的产品和产品目标趋势。

Paul Jackson a London based product manager recommends the following for executive updates.

伦敦的产品经理 Paul Jackson 就与高管进行更新汇报，提出了以下建议：

First create a standard template for your updates that focuses on your long-term, annual or six month goals and map your recent activities to this.

首先，为你的更新创建一个标准模板，着重关注你的长期目标、年度目标或半年目标，并将最近的活动与之对应。

Here's a basic template to do that and it's available as a download with this course.

以下是一个基本的模板，可帮助你完成这个任务，并且可以通过这门课程进行下载。

Secondly, avoid surprising executives with negative news in person in a meeting.

其次，避免在会议中以当面的方式向高管传递负面消息。

This is a good rule of thumb when working with many groups but particularly so for executives.

这是一个在与许多团队合作时都可以遵循的好原则，对于高管来说更是如此。

Instead make sure that warnings are being channeled during one-on-one with that individual prior to a group setting.

相反，在小组会议之前，与高管进行一对一的交流来传达一些负面信息。

Over communicate when there's a crisis.

在危机时期进行过度沟通是很重要的。

For example a very buggy release or a massive customer who's about to cancel.

例如，当发布的产品出现严重BUG或重要客户想要取消交易时。

Send updates every one to two days with status and actions that you and the team are taking.

每一到两天发送状态更新信息，包括团队状态和正在进行的行动。

I would add that you should liberally share successes and praise others.

我认为还应该大方地庆祝成功并赞扬他人。

Executives can support you by reinforcing outstanding efforts and results from individuals and groups with whom you work.

高管可以通过夸奖与你合作的个人和团队的杰出努力和成果来支持你。

So every once in a while ask them to send a quick email recognizing an individual or team for their efforts.

因此，偶尔请他们发送一封简洁的电子邮件，认可个人或团队的努力。

More often than not they're happy to do so and appreciate the reminder.

往往他们乐于这样做，并感谢你提醒他们。

We coverd the key deliverables and relationship for business development and corporate development earlier in the course in the validation section.

我们在课程前面的验证部分已经介绍了业务发展和企业发展的主要交付物和关系。

Some key tips to working with these teams and adjacent teams, such as sourcing, include being very clear about your requirements and priorities with respect to third-party deals, so that they can focus on the most important points and know what can be traded off.

与这些团队和相邻团队（如采购团队）合作的一些建议包括清楚地阐明与第三方交易相关的要求和优先级，以便他们能够专注于最重要的事项并知道可以做出哪些让步。

As we discussed earlier provide alternative partners, so that there group have negotiation leverage and can credibly argue a walk-away point.

正如我们之前讨论过的，备选合作伙伴是很重要的，这样采购团队就有了谈判筹码，并能够可信地提出退购的观点。

If you need to utilize third-party products or services, make sure to leave them sufficient time to negotiate an close a deal.

如果你需要使用第三方产品或服务，确保给采购足够的时间来谈判和完成交易。

Custom deals typically take months to complete and you will be competing for business development sourcing and legal resources with other teams who need agreements.

定制交易通常需要几个月的时间才能完成，并且你将与其他需要协议的团队竞争业务开发、采购和法律资源。

So give them enough notice to do their jobs well.

因此，给他们足够的时间来做好工作是很重要的。

Design & User Experience

Next up we'll talk about working with user experience and design.

接下来我们会讨论与用户体验和设计一起工作。

When many people think of design they think of sketching and creative layouts, contrast, and color choices, primarily visual design.

当很多人谈到设计时，他们会想到草图、创意布局、对比和颜色选择，主要是视觉设计。

In fact product design requires quite a bit more.

事实上，产品设计涉及更多的因素。

Dan Olsen author of the Lean Product Playbook describes what he refers to as the UX design iceberg.

《Lean Product Playbook》的作者 Dan Olsen描述了他称之为用户体验设计冰的山模型。

Most people see and react to visual design but below the surface there are several critical components that go into effective user experiences.

大多数人看到并对视觉设计作出反应，但在表面下有几个关键组成部分构成了重要的用户体验。

Conceptual design is the foundational framework or skeleton around which a product is designed.

概念设计是产品设计的基础框架或骨架，围绕这个骨架来设计产品。

Dan uses the example of Uber where the core design concept is focused around maps.

Dan以Uber为例，其核心设计概念围绕地图展开。

Most of your interactions both before and during your ride revolve around a map and the real-time data on it.

在乘车之前和乘车过程中，大部分的互动都围绕着地图和上面的实时数据展开。

Even their email receipt prominently features a map of your trip.

甚至他们的电子邮件收据上也突出显示了你的行程地图。

You've likely seen another popular design concept, Cards.

你可能已经见过另一个流行的设计概念，即卡片设计。

Pinterest and Google now are examples of card focused conceptual designs.

Pinterest和Google现在均是以卡片为概念设计的重点。

Information architecture is how your product is structured where information and functionality reside from a hierarchy perspective.

信息架构指的是产品从层次结构的角度来看，信息和功能的组织方式和所在位置。

You can think about this like a table of contents or sitemap.

你可以将这个概念类比为目录或网站地图。

Most digital product rely on some form of menu or navigation.

大多数数字产品都依赖某种形式的菜单或导航。

And good design requires intuitive collections of features or capabilities with the appropriate labeling that allows for discoverability.

良好的设计要求功能或能力的集合具有直观的特点，并配备适当的标签，以便可被用户发现。

Interaction design is how your customers interact with your product including layout and input required.

交互设计涉及到客户如何与产品进行交互，包括布局和所需输入等方面。

Interaction design specifies user flows what options are available on any given screen and what results from taking each of those options including error states.

交互设计确定用户流程，包括在任何给定屏幕上可用的选项以及选择每个选项可能产生的结果，包括错误状态。

Good interaction design encourages the customer to progress toward a single primary action on any given screen and gives real-time feedback and encouragement as customers are progressing.

良好的交互设计鼓励客户在任何给定屏幕上沿着单一的主要操作前进，并在客户进行操作时提供实时反馈和鼓励。

These user flows or flow charts are particularly helpful for designing automated QA tests to ensure that the product is working as expected.

这些用户流程或流程图对于设计自动化质量保证（QA）测试非常有帮助，以确保产品按预期运行。

Wireframes or rough layouts of options on the interface lie somewhere in between interaction design and visual design.

线框图或界面上选项的初步布局介于交互设计和视觉设计之间。

Whether there are buttons for back, continue or cancel for example is an interaction design question.

例如，是否有返回、继续或取消按钮是一个交互设计的问题。

How prominent those buttons are and what they look like in terms of colors and typeface are a question of visual design.

这些按钮的显眼程度以及它们在颜色和字体上的样式，这些是视觉设计的问题。

Many larger UX design team have separate roles for interaction designers and graphic or visual designers.

许多较大的用户体验（UX）设计团队，会将团队拆分为交互设计师和平面或视觉设计师。

Smaller teams typically are comprised of generalists who cover all of these disciplines.

较小的团队通常由涵盖所有这些领域的通才组成。

I've included a link to Dan's book in our resources and i highly recommend it to learn about lean product management.

我在我们的资源中提供了 Dan 的书的链接，并强烈推荐你阅读，以了解精益产品管理。

If you're lucky enough to have a dedicated UX researcher, they can help you with customer and competitive research that validates or disproves all of the layers of the UX design iceberg.

如果你幸地拥有一位专职的用户体验研究员，他们可以帮助你进行客户和竞争对手研究，以验证或证伪用户体验设计的各个层面。

For example they can lead jobs to be done and other forms of generative research to inform long-term product planning and conceptual design.

例如，他们可以引领“要完成的工作”和其他形式的生成性研究，以为长期产品规划和概念设计提供信息。

They can also set up usability tests for features currently under development or that recently released.

他们还可以为目前正在开发或最近发布的功能设置可用性测试。

My advice for product managers working with the design team is.

我对与设计团队合作的产品经理的建议是：

First recognize that you're not the designer, even if you have design training you should give them autonomy to do their jobs and trust their work.

首先要认识到你并不是设计师，即使你经受过专业设计训练，也应该给予他们自主权，相信他们的工作。

That said it's a good idea for PMs to learn about what constitutes good design including basic concepts like alignment, contrast and repetition.

话虽如此，对于产品经理来说，了解良好设计的构成要素是必要的，包括基本概念如对齐、对比和重复。

Provide data to the design team to inform their designs and work with them to ensure that target segments and personas are clear, so that they can focus their work.

向设计团队提供数据以指导他们的设计，并与他们合作确保目标用户群和用户画像清晰明确，以便他们能够专注于工作。

Clarify priorities for design and research backlogs, involve this team as early as possible to give them time to develop and tests concepts before engineering needs to start building.

明确设计和研究的优先级，并尽早地让设计团队参与进来，以便他们有足够的时间在工程团队开始构建之前开发和测试概念。

Support their efforts to reinforce consistency and adherence to a style guide.

支持他们的努力，加强一致性并遵守样式指南。

It's very tempting to allow one-off designs in an effort to get something out the door quickly but in the long run your product will become increasingly ugly and usable if you do this.

为了迅速推出产品，很容易允许临时设计的出现。但从长远来看，如果这样做，你的产品将变得越来越丑陋和难以使用。

Participate first-hand with interviews, usability and other in-person customer research and encourage others to do so as well.

亲自参与采访、可用性测试和其他与客户的面对面研究，并鼓励其他人也这样做。

Provide positive feedback, it's unfortunately common for design reviews to become complaint sessions.

提供积极的反馈，不幸的是，设计评审往往变成抱怨的场合。

Try to spend as much time talking about what you appreciate as you do providing any criticism.

尽量花更多的时间谈论你欣赏的方面，至少与提供批评的时间相当。

Engineering

In the next section we'll talk about best practices for working with the engineering team.

下一部分我们会讨论与工程师团队共事的最佳方法。

Many product managers spend the majority of their time with engineering including development, test, technical and develops and program or project management.

许多产品经理在工作中大部分时间都与研发相关，包括开发、测试、技术和开发以及项目管理。

Particularly in agile environments, it's likely that you'll be interacting with engineering daily.

特别是在敏捷开发环境中，你很可能每天都要与工程师团队接触。

Ken Norton from google ventures wrote an excellent blog post on how to work with software engineers.

来自谷歌 Ventures的Ken Norton在博客中详细介绍了如何与软件工程师合作。

My advice on how to build relationships with the engineering team aligns closely with his.

我的建议与他关于如何与工程团队建立良好关系的观点非常一致。

First, don't over commit the team, you will be interacting with executives, customers and sales and marketing.

首先，不要让开发团队承担过多的任务。你会与高管、客户、销售和市场团队进行互动。

When you talk about dates with these groups they quickly become commitments and the engineering and test team often take the brunt of the pain when projects fall behind schedule.

当你与这些团队讨论日期时，它们很快就变成了承诺，而当项目进度落后时，工程和测试团队往往会承受大部分痛苦。

Trust your engineers estimates, make sure that they sign off on any road map dates shared.

相信工程师的估算，确保他们对所有的路线图日期都签署确认。

And occasionally let the team surprise and delight customers and stakeholders by over delivering.

偶尔让团队通过超额交付来令客户和利益相关者惊喜和满意。

Avoid being overly prescriptive in your user stories or requirements.

在用户故事或需求上避免过于详细的规定。

PMs should own the what and the why, not the how and the when.

产品经理应该拥有“是什么”和“为什么”，而不是“如何”和“何时”。

Involve dev and test early in the process and share data, customer insights and other relevant context, so that engineering can contribute to the solution definition.

在早期阶段就让开发和测试团队参与进来，并分享数据、客户洞察和其他相关背景，以便工程团队能够为解决方案的定义做出贡献。

Developers don't want to be mindless coders, executing other people's concepts.

开发人员不想成为毫无思考能力的编码机器，只是执行他人的概念。

Be transparent about why you've made various backlog prioritization decisions, particularly if a story or epic is contentious.

对于你做出的各种待办事项优先级决策，特别是如果某个故事或Epic引起争议，要保持透明度，并解释为什么做出这样的决定。

Make sure that your team is clear on the vision and how their work aligns to it.

确保团队清楚产品的愿景以及他们的工作如何与之保持一致。

Share customer and stakeholder feedback with the team.

与团队分享客户和利益相关者的反馈。

Chances are that they aren't monitoring app store reviews or the feedback queue and customer success.

开发团队很可能没有关注应用商店的评价、反馈和客户成功方面的情况。

You have exposure to feedback that can inspire them and help them build customer empathy.

你可以获取反馈信息，这些信息可以激发他们的灵感，帮助他们建立与客户的共情能力。

Recognize that some work is unpleasant whether that be bug work or code that is boring and doesn't offer learning opportunities.

要认识到一些工作可能是不愉快的，无论是修复BUG的工作还是开发没有学习意义的乏味代码。

Collaborate with the head of engineering to make sure that developers don't get stuck for too long, doing work that they don't enjoy.

与开发部门的负责人沟通，确保开发人员不会陷入长时间做他们不喜欢的工作的境地。

Last but not least, do whatever you can to help your team be productive.

最后但同样重要的是，尽一切可能帮助团队提高生产力。

Products can ship without product managers but they can't ship without the people building them.

产品可以在没有产品经理的情况下发布，但没有开发人员，产品将无法发布。

Chase down details and open items so that engineers don't have to.

追踪细节和未完成事项，以减轻工程师的负担。

Make sure that you're caught up with testing and approving stories to reduce work in progress.

确保你跟上了测试和批准故事的进度，以减少进行中的工作量。

Move meetings to the beginning or end of the day or better yet eliminate them when possible so that the team can focus.

尽量将会议安排在一天的开始或结束，或者在可能的情况下尽量减少会议，以便团队能够集中精力。

Depending on your team structure you may work with program managers or project managers that frequently report into engineering.

根据你的团队结构，你可能会与经常向工程部门汇报的程序管理经理和项目经理一起工作。

Like product managements these role definitions may vary considerably at different companies.

就像产品管理一样，这些角色的定义在不同公司之间可能会有很大的差异。

At times both roles are described as managing scope, schedule and risk.

有时候这两个角色都被描述为管理范围、进度和风险。

Generally speaking program managers tend to be more technical than either product or project managers.

一般来说，程序管理经理通常在技术方面比产品经理和项目经理更为专业。

On our team at Amazon for example, program managers were required to have at least a software development engineer level 1 proficiency.

例如，在我们的亚马逊团队中，要求程序管理经理至少具备软件开发工程师 1 级的能力水平。

Program managers frequently play the role of scrum master on an agile team.

在敏捷团队中，程序管理经理常兼任Scrum Master的角色。

Leading most team meetings the daily stand-up and ensuring follow-up communication from these.

他们主持大多数团队会议，包括每日站立会议， 。

Program managers also may document larger systems's work for epics or collections of stories in the form of technical or functional specs or architecture documentation.

程序管理经理还可以为epics或故事集的大型系统工作提供文档支持，以技术或功能规范或架构文档的形式。

On some teams program managers play a key role in assigning people to work on various sprint teams or on particular stories and noting interdependencies between teams.

在一些团队中，程序管理经理要分配人员参与不同的迭代团队或特定故事，并要注意团队之间的相互依赖性。

This may be determined by the dev leads or head of engineering instead.

当然这也可能由开发负责人或工程部门负责人来确定。

Program managers often act as the liaison with external technology partners.

程序管理经理通常充当与外部技术合作伙伴的联系人。

They can research API, documentation and requirements for example.

他们可以研究 API、文档和需求等内容。

Additionally they may be tasked with creating technical documentation for customers or partners who are integrating your technology.

此外，他们可能负责为正在集成你的技术的客户或合作伙伴创建技术文档。

Program managers may act as product managers for more technical teams, such as those working on an API where the developer is their customer or for internal tools or infrastructure projects.

程序管理经理可能会充当更看重技术的团队的产品经理，例如负责 API 相关的团队，产品用户是开发人员，或者负责内部工具或基础设施项目。

Project managers on the other hand tend to be focused on project delivery and typically are focused on larger cross-functional projects and bigger releases.

另一方面，项目经理往往专注于项目的交付，通常专注于较大的跨职能项目和重大发布。

They are typically responsible for managing the schedule and coordination of key milestones.

他们通常负责管理项目的进度和关键里程碑的协调工作。

They often keep track of decisions and follow-up items from stand-ups, meetings and other communication channels.

他们经常通过每日站会、会议和其他沟通渠道跟踪决策和后续事项。

Project managers take point on communicating project status.

项目经理负责传达项目的状态。

They will coordinate with finance to ensure that the budget is being tracked and adhere to.

他们会与财务部门协调，确保预算没有超额。

And to the extent that your company requires change control.

如果你的公司需要控制变更，他们也会负责协调相关工作。

Project managers lead that process.

项目经理引导这一过程

Both program and project managers hold a strong interest in improving product development efficiency and optimizing the development and release process.

程序管理经理和项目经理都对提高产品开发效率和优化开发和发布流程充满兴趣。

Given how much these roles and that of product management vary from company to company and even between departments.

考虑到这些角色以及产品管理角色在公司之间甚至在部门之间的差异如此之大。

It's a good idea to clarify with your manger and with the individuals in those positions so that people agree on ownership.

最好与你的上司以及那些担任这些职位的人进行确认，以便对职责达成共识

Sales & Marketing

A fourth PM role that intersects quite a bit with product management is product marketing.

第四个与产品管理有很多交集的角色是产品营销（运营）。

We'll discuss this and other roles in the sales and marketing section up next.

接下来，我们将讨论销售和营销部门中的各个角色。

Your sales and marketing team are the engine of growth for your products and are central to your customers overall experience with your product.

销售和营销团队是产品增长的引擎，对客户对产品的整体体验至关重要。

If your organization includes a product marketing function, you will likely spend less time directly interacting with the sales and marketing team.

如果你的组织中包括产品营销职能部门，你直接与销售和营销团队接触的时间可能会较少。

Although functions vary by company, product marketers are typically responsible for messaging, packaging, launch planning, pricing and sales channel and marketing support, such as training and the development of collateral and participation in trade shows and events.

尽管各公司的职能有所不同，但产品营销人员通常负责消息传递、产品包装、发布计划、定价以及销售渠道和市场支持，如培训、宣传品的开发以及参与展览会和活动。

They will also work with you and the UX team to conduct market research, including competitive research and testing positioning with current and prospective customers.

他们还将与你和用户体验团队合作进行市场调研，包括竞争对手研究以及测试现有和潜在客户的定位。

In the absence of product marketing, product managers support the sales channel by providing training, product positioning and collateral, including data sheets and competitive comparisons.

如果没有产品营销，产品经理通过提供培训、产品定位和宣传品来支持销售，包括数据表和竞争对比。

Most sales teams are compensated in part based on commission which means that they are very focused on closing deals often with new customers.

大多数销售团队的薪酬基于销售提成，这意味着他们非常专注于与新客户达成交易。

This compensation structure can create tension with the product development organization.

这种薪酬结构可能会导致与产品开发组织之间的紧张关系。

When sales is trying to push hard for particular features or capabilities for prospect that don't otherwise align with your roadmap.

当销售团队为潜在客户推销特定的功能，而这些功能与你的开发路线图不符合时，就会出现这种情况。

It's difficult to constantly say no and be told that your company is losing revenues  as a result of your decisions.

不断地拒绝销售的请求，并被告知由于你的决策而导致公司失去收入，是很困难的。

There are a few ways that you can mitigate that pressure and generally invest in your relationship with the sales team.

有几种方法可以缓解这种压力，通常是与销售团队建立良好的关系。

Be transparent about the tenets that drive roadmap prioritization.

对产品路线图优先级确定的原则保持公开透明。

Share the key goals and connect the dots so that everyone in the company including sales can see how larger upcoming epics align to that.

分享关键目标，并将点与点连接起来，使公司中的每个人，包括销售人员，能够看到即将推出的大型史诗与这些目标的关联性。

When you share the roadmap be conservative with dates.

在分享路线图时，对日期要保守一些。

Give sales a budget for development work for each quarter, for example two weeks worth of work.

为销售团队提供每个季度的开发工作预算，例如两周的工作量。

Let the head of sales decide how to spend that.

让销售负责人决定如何使用这些预算。

You can then direct inbound requests from individual sales team members to the head of sales to determine how best to maximize revenue.

然后，你可以将来自销售团队成员的内部请求转至销售负责人，以确定如何最大化营收。

Encourage your sales team to focus on selling the current product and not capabilities that are still on the roadmap.

鼓励销售团队专注于销售当前的产品，而不是仍在路线图上的功能。

Indeed prospects may delay a purchase if a future capability isn't ready and you may lose the sale entirely.

确实，如果未来的功能尚未准备就绪，潜在客户可能会延迟购买，你可能会完全失去销售机会。

Be careful to become a sales engineer where you're regularly asked to provide sales demos or attend meetings with prospects.

要小心成为一名销售工程师，经常被要求提供销售演示或与参加客户会议。

This can eat up a lot of your time and prevent you from doing the rest of your job as a product manager.

这可能会占用你大量的时间，阻碍你完成作为产品经理的其他工作。

Focus on creating material that will help the whole sales team rather than one-off sales.

专注于创建能够帮助整个销售团队的材料，而不是为了个别销售。

If you do join the occasional sales pitch, make sure to discuss ground rules with the salesperson, including whether you should discuss the roadmap and answer questions about pricing.

如果你偶尔参与销售演讲，请确保与销售人员讨论基本规则问题，包括是否讨论路线图以及是否回答有关定价的问题。

Generally it's best to leave those to sales to answer.

一般来说，最好让销售人员来回答这些问题。

If you want to meet with customers to conduct research make sure that sales and account management are on board with that and that the customer is not currently in the process of making a purchase or renewal decision and that you've given sales an opportunity to join.

如果你想与客户进行当面交谈，请确保销售和客户管理部门同意，并确保客户目前没有在进行购买或续约决策，并且你已经给予销售机会参与。

That said it's important that they not pitch during your research, instead give them a chance to talk after you've completed your interview.

尽管如此，重要的是在你进行研究时，他们不要进行推销，而是在你完成访谈后给他们一个机会发表观点。

Treat your sales materials like a product.

把销售材料视为一种产品来对待。

Test it with several reps before you roll messaging and collateral out to the full team.

在将消息传递和宣传品推广给整个团队之前，先与几位销售代表进行测试。

You want to make sure that they are straightforward and that the reps can repeat back to you the key points and measure.

你要确保这些材料简洁明了，销售代表能够反过来向你传递关键观点和度量指标。

Try to determine quantitatively what materials are actually being used so that you and the team are using your time effectively.

努力量化确定实际使用了哪些材料，以便你和团队能够有效利用时间。

Although customer facing materials will obviously focus on the positive, create internal only FAQs or other communications which honestly call out weaknesses in your product.

尽管面向客户的材料显然会专注于正面方面，但也要创建仅内部使用的常见问题解答（FAQ）或其他形式，诚实地指出产品的弱点。

So that sales aren't blindsided or unintentionally misrepresent the product's capabilities.

这样销售团队就不会被突然出现的问题所困扰，也不会无意中误传产品的能力。

Your marketing team is focused on attracting potential customers through the phasese of awareness, consideration and purchase.

你的市场营销团队专注于通过认知、考虑和购买等阶段吸引潜在客户。

Marketing teams also often have goals around retention and customer base engagement, particularly for SAS products.

营销团队通常还会在留存和促进客户群体参与方面设定目标，尤其是对于SaaS产品而言。

Marketing is becoming an increasingly quantitative and agile discipline, leveraging experimentation, testing and data.

营销正在成为一个越来越注重量化和敏捷的学科，利用实验、测试和数据来提升效果。

Marketing teams rely on product managers to give them news to share with press and prospective and current customers.

营销团队依赖产品经理向他们提供与媒体、潜在客户和现有客户分享的新闻。

They are tasked with continuously creating content for blogs, direct advertising, social media and so forth.

营销团队的任务是不断为博客、直接广告、社交媒体等创造内容。

And product news is always appreciated to populate those communication channels.

产品新闻总是受欢迎的，可以用来填充各种社交渠道。

Marketing may also work with you closely on the in-product marketing that we discussed earlier in the course, including viral loops, seo and customer onboarding.

营销团队还可能与你紧密合作，就像我们在课程前面讨论过的产品内部营销一样，包括病毒式传播、搜索引擎优化和客户引导等方面。

You'll want to keep a close relationship with your marketing team.

你会希望与你的市场营销团队保持较近的关系。

Their tests of pricing and positioning can be very insightful as an input when designing and prioritizing future product work.

他们对定价和定位的验证能让你在设计和优先处理未来产品工作时具有有洞察力。

Like other teams they need ample lead time around significant new product launches.

和其他团队一样，营销团队在重要的新产品发布前需要足够的准备时间。

You'll want to review their materials and make sure that they're coordinating with legal on any marketing claims that suggest that your product is superior to others on the market.

你需要审查营销团队的材料，并确保他们与法务部门沟通，以确保在任何市场营销宣传中提及你的产品优于其他产品时的合法性得到保障。

Like with sales it's best to be conservative when discussing dates for your road map.

和销售团队一样，在讨论路线图日期时最好保守一些。

So that you avoid getting releases tied to immovable dates such as industry events.

这样你就可以避免将发布与无法改变的日期（例如行业活动）挂钩。

Finally you can support the marketing team by providing content for your company blog or other publications.

最后，你可以通过为公司博客或其他出版物提供内容来支持营销团队。

Topics can include lessons learned about how your product development process worked or surprising results from tests.

这些内容可以包括有关你的产品开发过程的经验教训，或者来自测试中的令人惊讶的结果等。

Of course you should check in with your marketing team before publishing anything publicly.

当然，在公开发布之前，你应该与营销团队进行核实。

Connect with your marketing and PR team on a regular basis at least monthly to brainstorm possible stories or interesting insights.

定期与营销和公关团队保持联系，至少每月共同进行头脑风暴，探讨可能的故事或有趣的见解。

Other Operations

The last group of stakeholders to discuss is operations which is a collection of disciplines including finance, business analytics, customer service, supply chain and legal.

最后要讨论的利益相关方是相关执行部门，它包括财务、业务分析、客户服务、供应链和法务等多个领域。

Although PMs don't spend as much time with these teams as they do development, design and marketing.

尽管产品经理与这些团队的交流不如与开发、设计和营销团队那样频繁。

They all contribute to the overall business success of your products.

但是它们都会对你的产品的整体业务成功做出贡献。

Finance

Finance is respinsible for setting budgets, reporting on key financial and product metrics and adjusting forecasts on these.

财务部门负责制定预算，报告关键的财务和产品指标，并根据这些指标调整预测。

As part of the budget they need to keep tabs on expense, including headcount and expenditures relating to product development, including paid market research or third-party licenses.

作为预算的一部分，他们需要密切关注支出，包括与产品开发相关的人员和支出，付费市场研究或第三方许可证。

Likewise they need to understand product changes that may impact revenue.

同样，他们需要了解可能影响收入的产品变化。

Finance can be very helpful allies when building product forecasts as we discuss in the plan section at the beginning of this course.

财务部门在进行产品预测时可以成为非常有帮助的盟友，正如我们在课程开头的计划部分所讨论的那样。

Your finance team will appreciate your help in ensuring that the product is capturing the data needed for them to accurately forecast.

你的财务团队会感谢你帮助他们捕捉到了做出准确预测所需的数据。

They need to know about anything that will materially impact either revenue or expenses.

他们需要了解任何可能对收入或支出产生实质性影响的事项。

And you should get there okay before signing up for any new services, even smaller monthly recurring charges for online tools as they may want you to bundle your purchases with other groups or use particular payment methods for example.

在注册任何新服务之前，即使是在线工具的月度重复费用，你也应该与财务团队协商，因为他们可能希望将你的采购与其他团队的采购捆绑在一起，或使用特定的付款方式等。

Business analytics is sometimes a part of the finance team and other times it's a part of the product organization.

业务分析有时是财务团队的职责，有时是产品团队的职责。

Data analysts may focus on product and or marketing reporting and often are responsible for forecast models around initiatives in these areas.

数据分析师可能专注于产品和营销报告，并且通常负责这些领域中的各项计划的预测模型。

They are close allies when trying to answer more complex questions around customer segmentation, product use and so forth, because they are well versed in how to access your data beyond standard reports.

在解答关于客户细分、产品使用等更复杂问题时，数据分析师是你密切的盟友，因为他们熟悉如何访问超出标准报告范围的数据。

Here are some best practices when working with business analytics.

以下是与业务分析团队合作时的一些最佳方案：

Collaborate with them when designing your data reporting requirements and ensure that your product is capturing the right events and transactions.

在设计数据报告需求时与业务分析团队进行合作，确保你的产品捕捉到正确的事件和交易。

As we discussed earlier try to be self-sufficient when pulling data.

正如我们之前讨论的那样，尽量在抓取数据时做到自给自足。

However given increasing complexity of data collection, it's wise to check in with your data analyst to double check your methodology before releasing key data to executives and the team.

然而，考虑到数据收集的日益复杂性，在向高管和团队发布关键数据之前，最好与数据分析师进行核对，以确保你的统计算法正确无误。

Keep meticulous release notes of changes to your product by day including your website.

按天对你的产品（包括你的网站）的变化保持细致的发布说明。

Even minor releases may have unintended consequences.

即使是小的更新版本也可能产生意想不到的后果。

So if your metrics suddenly swing on a particular day and it is detected at some later date, you'll want to know exactly what changed so that you can narrow the possible causes.

如果你的指标在某个特定的日期突然发生了波动，而这个波动在之后的某个时间被发现，你会想要准确地了解到底发生了什么变化，以便能够缩小可能的原因范围。

Likewise keep track of the dates and substance of major changes with competitors and with larger customer acquisition sources.

同样，要记录竞争对手的重大更新以及与较大的获客来源相关的日期和内容。

For example if your company relies heavily on Google serach for traffic, you'll want to note any larger algorithm or search engine results page design changes.

例如，如果你的公司在获取流量方面高度依赖于谷歌搜索，你就应该记录任何较大的算法变化或搜索引擎结果页面设计的变动。

Customer success

Your customer service team, sometimes referred to as customer success or customer support, is a key conduit between your company and your customers.

客户服务团队，有时也被称为客户成功团队或客户支持团队，是公司与客户之间的重要纽带。

Everyday CS hears first hand about issues with your porduct

Whether that be bugs or usability problems, they also get customer feedback with new ideas and suggestions.

无论是BUG还是产品使用问题，客户服务团队还会收集客户的反馈、新想法和建议。

Obviously their overall workload and the number of contacts they field are dependent on product quality and usability.

显然，他们的整体工作量和接触的顾客量取决于产品质量和可用性。

Depending on whether you have product marketing in your organization, you may be expected to provide CS with training or scripts on new products and features and at minimum you'll communicate release notes.

根据你的组织是否有产品营销部门，你可能需要为客户服务团队提供关于新产品和功能的培训或脚本，至少你会与他们沟通发布说明。

You may be asked to create or review knowledge base answers for the websites or for CS reps for frequently asked questions.

你可能会被要求创建或审查产品知识库，上传网站或为客户服务代表提供常见问题的回答。

To work most effectively with your CS team, make sure that they are aware of upcoming product releases and any known issues or bugs.

为了与客户服务团队最有效地合作，确保他们了解即将推出的产品以及任何已知的问题或BUG。

Allocate some time in each development cycle to fix issues that are causing the most CS contacts.

在每个开发周期中安排一些时间来修复导致最多客户服务反馈的问题。

Keep in mind the rule of thumb that for everyone person who takes the time to complain, there are at least 10 others with that same problem.

请记住一个经验法则，即每有一个花时间抱怨的人至少代表着至少有10个人有同样的问题。

Ensure that new feature suggestions from CS don't fall into a black hole and that they're being appropriately noted in your backlog.

确保来自客户服务的新功能建议不会消失无踪，而是被适当地记录在你的待办需求列表中。

Take turns along with dev test and program managers in fielding CS contacts directly, either on the phone or responding to customer emails.

与开发测试人员和程序管理经理轮流直接接听客户反馈，无论是通过电话还是回复客户的电子邮件。

Hearing your customers pain firsthand will help increase your and the team's sense of urgency in resolving persistent problems.

亲自听到客户的反馈有助于增强你和团队在解决持续问题时的紧迫感。

Supply chain

Product managers of manufactured products need to coordinate closely with supply chain.

制造业的产品经理需要与供应链密切合作。

This group is responsible for the production process, from raw materials to managing work in progress inventory, to supplying the sales channel, along with the logistics to manage all of this.

这个团队负责从原材料到管理生产过程中的库存，再到供应销售渠道，以及处理相关的物流工作。

They are measured based on how efficiently they are managing inventory and invested capital, so KPIs include inventory turns, product availability and minimizing write-offs due to obsolescence.

他们的绩效评估是基于他们是否有效管理库存和投资资本，因此关键绩效指标包括库存周转率、产品可用性以及尽量减少因过时而产生的减值。

Product managers can build positive relationships with supply chain by providing accurate forecasts and ensuring that there is sufficient time planned for major promotions or price discounts.

产品经理可以与供应链建立良好的关系，通过提供准确的预测并确保为重要促销活动或价格折扣留出足够的时间。

Supply chain as a general rule dislikes portfolio complexity for example custom stock keeping units or SKU for different colors.

作为一般规则，供应链不喜欢产品组合的过于复杂，例如不同颜色的定制存货。

So minimizing the number of SKUs is ideal for example by using the same packing for products sold through retail and your website.

因此尽量减少 SKU 的数量是理想的做法，如在零售和网站销售的产品中使用相同的包装。

Supply chain needs advance notice on launches and end of life.

供应链需要提前得知产品发布和产品寿命周期结束的通知。

At amazon we targeted mid-year device launches in order to gradually ramp up production for the holiday season and avoid excess costs associated with expediting supplies and manufacturing.

在亚马逊，我们将设备的年中发布作为目标，以便在假日季节前能逐渐加大生产量，并避免因加急供应和扩大生产而造成过多额外成本。

Legal

Last but not least your legal team protects your company from legal issueses that may arise whether those be regulatory or from potential litigation.

最后但同样重要的是，你的法律团队保护公司免受可能出现的法律问题，无论是来自监管方面还是潜在的诉讼。

They also help you establish contracts with partners and customers. It's best to be proactive in working with legal so that they can advise you.

他们还帮助你与合作伙伴和客户签订合同。最好与法律团队积极合作，这样他们可以给予你建议。

Some common areas where product managers intersect with legal include changes to the terms of service, end-user license agreement also known as the EULA, privacy policy and so forth.

产品经理与法律团队常常在以下几个方面合作：服务条款的修改、最终用户许可协议（EULA）、隐私政策等。

Protecting your product against copycats via trademarks and patents.

通过商标和专利来保护产品免受仿冒者的侵权。

Securing licenses including open source licenses and third-party contracts.

获得许可证，包括开源许可证和第三方合同的签署。

Make sure that you and others on your team including developers are not unwittingly signing contracts by clicking through terms for digitally delivered content or services without first getting legals okay.

确保你和团队中的其他成员，包括开发人员，在未经法律批准之前，不会在点击数字内容或服务的条款时无意中签署合同。

And ensuring accuracy of marketing claims and correct execution of sweepstakes and giveaways.

还要确保市场宣传的准确性和抽奖活动以及赠品活动的正确执行。

You play a key role in anticipating the need for legal's help and advice in any of these areas which means that you need to read and understand what is or is not covered in your standard terms and policies.

在这些领域中，你需要预料到需要法律帮助和法律相关建议的地方，这意味着你需要阅读并理解相关标准条款和政策中所涵盖的内容或未涵盖的内容。

It's a good idea to hold a periodic check-in with legal to review the roadmap and what it means in terms of your legal documents, contracts, patents and so forth.

定期与法律团队进行沟通检查是一个好主意，以回顾路线图，并了解在法律文件、合同、专利等方面的含义。

Congratulations we've covered all of the main teams with whom you'll interact as a product manager along with the steps in the product development cycle.

恭喜，我们顺着产品开发周期的思路，已经讨论完了作为产品经理要互动的所有主要团队。

Now that we've reviewed the various constituents with whom you will be working as a product manager.

现在我们已经回顾了作为产品经理与之合作的各个相关方。

Take a few minutes to reflect on your current internal relationships.

花几分钟时间思考一下你当前的内部关系。

If there are teams that you are not yet collaborating with effectively, note what two to three action steps you can take this week to invest in those relationships and improve communication.

如果你目前与某些团队的合作效果不够理想，你可以考虑本周采取两到三个行动步骤，以投入到这些关系中并改善沟通。

Warp up

We've covered a lot in this course and we've got one final exercise before we warp up.

在这门课程中，我们已经涵盖了很多内容，现在我们只剩下最后一个练习了，然后就结束了。

Go back to your professional development plan that you started at the end of the product planning cycle section.

回到你在产品规划周期部分结束时开始的专业发展计划。

You should have noted your top three strengths and top three opportunities for learning and further development based on the PM activities that we discussed.

根据我们讨论的项目管理内容，你应该记录下你的三个主要优势和三个学习和进一步发展的机会。

Having reviewed the various departments with whom you work, update your plan now to reflect any new insights on areas where you are strong and where you want to invest in your skill development.

在回顾你与各个部门合作的情况后，请更新你的计划，以反映出你所擅长的领域和你所希望的技能提升的新见解。

Perhaps that's in your communication cadence or tools or in your ability to influence others.

也许这些见解涉及到你的沟通节奏、工具或者你影响他人的能力。

Add another one or two strengths and development opportunities to your document.

请将另外一两个优势和发展机会添加到你的文档中。

Consider using this as a discussion tool in your next one-on-one with your manager or mentor and increase the probability that you will follow through by sharing your professional development goals with your colleagues and friends who can encourage you and keep you accountable.

考虑将这个作为与你的经理或导师进行一对一讨论的工具，并通过与同事和朋友分享你的专业发展目标来增加你实施计划的可能性。他们可以给予你鼓励并帮助你保持责任感。

Congratulations on completing product management fundamentals, i hope that you're now comfortable knowing what a product manager does and the areas where you can continue to develop in your career.

恭喜你完成了产品管理基础课程！我希望你现在对产品经理的工作内容以及你在职业生涯中可以继续发展的领域感到更加自信和舒适。

We've reviewed the expectations of a product manager in each stage of the product development cycle and how PMs interact with extended teams.

我们已经回顾了产品开发周期中产品经理在每个阶段的期望，以及产品经理如何与相关团队进行互动。

These concepts should lay a foundation for your professional development and help you in mentoring and managing other product managers in the future.

这些概念可以为你的职业发展打下基础，并在未来指导和管理其他产品经理时提供帮助。

If you've enjoyed this course and you know other people who may benefit from it, please let them know about it and follow PMLOOP on Twitter.

如果您喜欢这门课程，并且认识其他可能从中受益的人，请告诉他们，并关注PMLOOP的Twitter账号。

Please check out the resources in the final lecture and leave feedback about what you found most valuable and any areas where we could improve for future students.

请查看最后一堂课中的资源，并留下你认为最有价值的内容以及我们可以在未来改进的任何方面的反馈。

Thank you for your time and i wish you the best in building outstanding products.

感谢观看，祝你成功打造出色的产品。