11th: Assessing product Opportunities The content of this chapter is the source part of the core of the product design-determine the problem that does not do, that is, the BRD document of our top three documents, can be verified from the following points
- What problems does the product need to solve? Product value
- For Who? Target market
- How likely are you to succeed? Market Size
- How to measure success? Income indicators
- Similar products? Competitive Landscape
- Why do we fit? Competitive Advantage
- Is it the right time? Market timing
- How to promote? Marketing strategy
- What are the prerequisites for success? The solution to meet the conditions, such as Amoy art is necessary to meet the logistics problems of art.
- Do or not do
It is usually done as directed by the leader, you are the performer, not the decision maker, so ... No, so, JUST do it. 12th: Define the right product to figure out what product to develop-strictly enforce. [ACTION: After the requirements of the review after the completion of the declaration: This version is formally encapsulated, not add any new requirements, if the next version in the consideration of] the use of pipeline parallel development products, definition-encapsulation (non-development of the package, it is worthwhile to add new requirements)-development-release, while defining the next version. Should be out of a certain product exploration time, because 1 to explore the process of product unpredictable, 2 shortage of developers, the angle of leadership can not let development idle, but often the development of incorrect products is a greater waste of resources. So we should face the source (11th chapter). 13th: Product Principles This is a chapter on decision-making, as the product is well aware of "hooking into one" the difficulty is simply the West, but still have to keep hooking up. The meaning of the book is still to be courted, to give priority to, how to do? Back to the source (Chapter 11), can be seen how important the source!!! A serious disagreement within a team is not a matter of determining the facts, most of which is a different understanding of the priorities and solutions of the goals and objectives. Developing a product principle means deciding what is important, what is not, which principles are fundamental, strategic, and which are temporary and tactical. 14th: Product Review Mission 15th chapter: special user platform products to have model Madou. 16th: Market Research 17th: Product Personas--doing an internal sharing activity 18th Chapter: Redefining the Product description document Daoxing is still short, I do not know what the previous version of the redefinition. Although it took a lot of time to write (product documentation), few people read it. What's more, for the management and the team, the product documentation can easily be a cover-up, as if everything is progressing smoothly. Ideal Product Documentation: A complete description of the user experience, an accurate description of the software's behavior, a broader audience, and the ability to modify. The author of the book also opposes the preparation of lengthy user manuals, emphasizing the high-fidelity product prototypes. It also emphasizes that the prototype has to be annotated and can be solved with a wiki. 19th: User experience design and implementation 20th chapter: Basic product-product core function basic product namely product core function, MVP stage, product and designer design product high-fidelity prototype, find a technology to participate in design prototype, estimate cycle, user test (very important) 21st: Product Verification-verification of value, availability, feasibility through high assurance prototypes 22nd: Prototype Test Chapter 23rd: Improving existing products-not blindly add functionality from another perspective, 1 clear Goal 2 improve user Experience 3 is not to meet individual users, demand is a group of people's needs. The 24th chapter: the release of the smooth deployment should not be too frequent, will affect the user has cultivated habits, must be cautious, rational"Smooth Deployment" mode. In parallel with two versions, a small scale is deployed incrementally. The 25th Chapter: fast corresponding stage-after release to quickly follow the data and make a reasonable response 26th chapter: Rational Use of agile methods
- Product and development work closely together to solve problems in a timely manner
- Using agile distribution does not mean omitting product planning
- Product manager progress should be ahead of the development of one or two cycles
- Split product design, but not too thin?
- Product delivery of valuable product results
- Allows development to independently divide iteration cycles
- Morning Meeting
- Control Publishing
- Show the team the results of the announcement
- Develop Agile Training
27th Chapter: Rational Use of waterfall Development method 28th chapter The key to product management of entrepreneurial companies is product exploration, MVP, the importance of 11th chapter, otherwise it will be very painful. The 29th chapter: How to Innovate big companies
- 20% Law
- Skunk Works
- Active observation
- Improve the user experience
- Acquisition of small Companies
The 30th chapter: in the big company to exert fist
- Understand the way companies make decisions
- Build a network of contacts
- Skunk Works
- On top of yourself
- Have a choice to argue
- Pre-session communication to form tacit understanding
- Allocate time and energy rationally
- Share information
- Borrow power from your boss
- Dissemination of your product concept
Most people wander in the dark, they only know how to complain and never find a way to look for a light switch.
2016 2nd Book of Revelation-process
