[Zz] How product managers promote team execution

According to the press, I participated in a podcast recording discussion program the day before yesterday. I talked about how to promote the team's executive power, and shared my experiences with you: 1. The product manager should first determine the working principles: strategic decision-making products and product-driven development; 2. Design executable workflows based on actual conditions, and clarify the output of work results of each functional link (prototype/interface design, Requirement documents/Mind Map or flowchart ); P line: product management, product design, interface design, interaction design, and others T-line: project management, technical architecture, technical leader, developers (front-end, page, backend, server, data end, O & M, etc) 3. define measurable standards of work results as much as possible. The P-line manager will provide the requirements outline to indicate what to do and what not to do, t-line managers should work with relevant personnel to set work objectives and standards based on their needs; Virtual example: a function module is optimized for V2. two weeks is an iteration cycle, with two cycles in total. The main requirement is: the functional process is not increased compared with the V1 version, and the focus is to rebuild the implementation code of this function module in the development mode of frontend and backend separation, delivers amazing operation procedures to users, enhancing the guidance or prompt experience for each operation. The key to the first cycle is: clear requirements and full communication of various functional roles The objective of Week 4 is to: p-line members plan product details, and pre-develop the technical architecture of T-line members. The goal of week 1 is to complete the delivery of Demand Planning and the technical and functional development of two key display pages. The key to the second cycle is to ensure the quality and fulfill the set objectives within the schedule. The objective of week 1st is to: complete functional development of all technologies and ensure that key business processes can be followed. The objective of week 1 is to complete the development of all requirements planning details, with emphasis on the non-destructive implementation of verification design and interface design. There are 4 developers in this product development team: 1 responsible product manager, 1 technical backbone and Project Manager, 2 related technical developers, and surrounding supporting resources: interface Design, interaction design, page creation, about 6 people/day 4. seize all opportunities, inform and describe the importance of working principles and process standards within the team, and pay special attention to the notification to the boss; 5. maintain a high degree of sensitivity and handle such problems in the most timely manner during the coordination of various functional links; 6. For the communication skills of different functional roles, the product manager must be able to adapt to different role-based thinking modes flexibly, such as the boss, technical leader, and members, interface Design, user experience, front-end development, and customers When communicating with p-line roles, we need to properly explain the principles of technology implementation, why, why, and why, and on the premise of meeting the needs, propose a compromise or a more reasonable solution; When communicating with a T-line role, describe the source of this function requirement, the number and attitude of user feedback, analyze its rationality, and use specific cases and simulated cases to promote the rationality of the performance; Virtual instance: project management = project member management and authorization function = as required by the product, you can add a department as a project member. Existing function process: Go to project member management, select Department drop-down box => employees drop-down box, and click Add member. Product concept: After selecting a department, you can directly add the Department to the project member, reducing the project manager's operation. After the Department employee leaves the company, the project member does not need to be canceled. Technical Thinking: this requirement is technically feasible and involves the following functions: the project member management interface allows you to add a department, and the permission roles bound to the department are authorized, similar personnel selection areas in the three other functional modules perform the same processing, with a workload of about 2-4 persons/day. My analysis: I can understand this requirement. The goal of selecting a department is to reduce the number of operations performed by the project manager. I agree that, but after a project manager selects a department as a member in this project, if there are more people in the department and they are not involved in the project, wouldn't they have to come back and remove the members of the project from the Department and add the original employees? Second, although this vulnerability is very small, the chances of user operations are very low, but since we provide this feature, there will certainly be problems with user usage, it does not violate our purpose of making this modification: to improve user operations and obtain user approval. Note: For users, what we should do is better. Most users may not be aware that the perceived users may not be spread; however, if we create a product with a certain problem, most of the products that do not have the problem are still in silence, if a problem occurs, the system will send feedback (complaining about unpleasant complaints ...), This affects the user groups that have no such problems. Conclusion: The principle of demand decision-making is that when the product links determine the solution with no problems or select the priority, the priority can be determined based on the probability of paying attention to the user. However, if there is a problem with the solution, it cannot be determined based on the user's interest rate, even if only one cent of users may have problems, it is fatal. Other solutions should be sought for this requirement. My solution: after the project manager selects a department, the first item in the personnel drop-down box is "join all employees in the Department". The product considers that the requirements can be met, the technology believes that the required workload is about 0.5 people/day, reaching a consensus; 7. present the Team's work results in various stages in a reasonable manner. One is to collect requirement feedback, and the other is to gain the recognition of the company and the customer to improve team morale; In summary, the main idea is to determine principles, clarify strategies, set standards, unify ideas, continue communication, cultivate skills, and present achievements. This is mainly to share two examples of setting standards and communication skills. Other links have the opportunity to talk about them again.