Similar Product Manager-Based on Mobile and Internet product practices

Similar Product Manager-Based on Mobile and Internet product practices
Basic Information
Author: Yan Rong [Translator's introduction]
Press: Electronic Industry Press
ISBN: 9787121168857
Mounting time:
Published on: February 1, June 2012
Start: 16
Page number: 496
Version: 1-1
Category: Computer> Computer Network> comprehensive
Computer> Software and program design> mobile development> more about other mobile development technologies ", product manager of the same God-based mobile and Internet product practices
Introduction
Computer books
This is a systematic explanation of mobile and Internet products from scratch, from have to excellent product manager practice case book. "Product manager like God-based product practices on mobile and Internet" runs through the writing philosophy of "people are like products, products are like people", "the foundation of products is from the source spring to the real life, expresses the product success needs the product manager management idea like God.
Product Manager of the same God-based product practices of mobile and Internet-from a simple perspective, the content of product manager, product requirements, user experience, project management, product operation, and product team management is elaborated step by step., combining theory with practice, especially practice, each item uses a large number of practical cases. Each case has been carefully selected and is highly targeted, we strive to give readers a deep understanding of product-related knowledge and skills. Even readers with no product experience can learn the essentials and make excellent products by learning this book.
Similar Product Manager-Based on Mobile and Internet product practices applies to entrepreneurs, product managers, senior product managers, and product directors who are currently engaged in and will be engaged in Internet or mobile Internet-related work in the future, CPO, CEO, user experience engineer, interaction designer, product operation personnel and Project Manager, etc, it can also be used as a reference for relevant students.
Directory
Similar Product Manager-Based on Mobile and Internet product practices
Article 1 Product Manager
Chapter 2 background and value of Product Manager 2
1.1 Background of Product Manager 2
1.1.1 three phases of Internet development 3
1.1.2 four phases of mobile Internet development 4
1.2 value of Product Manager 5
Chapter 6 new perspectives of product managers
2.1 product manager definition 6
2.1.1 no actual leadership 7
2.1.2 coordination and driver 7
2.1.3 product manager Category 8
2.2 The product manager is a surrogate mother 8
2.3 best product manager 9
2.3.1 former CEO of Apple jobs 9
2.3.2 Condor Heroes Yang Guo 11
2.4 responsibilities of the product manager 12
2.4.1 define the target user group of the product and its characteristics 12
2.4.2 obtain, evaluate, and manage user requirements 12
2.4.3 complete Product Requirement documents, product prototypes, and flowchart 13
2.4.4 proficient in user experience, interactive design, and Information Architecture skills 13
2.4.5 project management, demand change management, and requirement acceptance 13
2.4.6 analysis and summary of product operation data 14
2.4.7 support operations, marketing, and sales 14
2.5 product manager capability 14
2.5.1 industry development trend prediction capability 15
2.5.2 control of users' core needs 15
2.5.3 ability to estimate market scale 17
2.5.4 evaluate the capability defined by requirements and requirements priority 17
2.5.5 communication skills 18
2.5.6 innovation capability 18
2.5.7 compound capability 19
2.5.8 ability to control resources 20
2.6 common mistakes made by product managers 20
2.6.1 good self feeling 20
2.6.2 unknown, unknown 21
2.6.3 what the boss said is the Decree 22
2.6.4 frequent demand changes 23
2.6.5 not good at communication 23
2.6.6 not focusing on Requirement documentation and prototype 24
2.6.7 product 24 for Product Creation
2.6.8 chaotic Project Management 25
2.6.9 no plans and summary 25
2.7 differences between product managers and project managers 26
2.7.1 concept difference 26
2.7.2 business differences 26
2.7.3 responsibilities 27
Chapter 2 Product Manager's advanced approach 28
3.1 Product Manager 10 questions 29
3.2 Product Manager tips 30
3.3 Recommended books 32
Article 2 products and requirements
Chapter 4 product definition, type, temperament, and strategy and tactics 34
4.1 product definition and value 34
4.1.1 five elements of the product 35
4.1.2 case: anjuke 36
4.1.3 case: 360 security guard 37
4.1.4 case: creative lighter 37
4.1.5 case: iPhone 38
4.1.6 Case Study: 39 tourism products
4.1.7 Case Study: Clothes 39
4.1.8 product value 39
4.2 successful product definition 40
4.3 product type 41
4.3.1 five main product types 41
4.3.2 relationship between various types of products 42
4.4 product temperament 45
4.4.1 unique talent (gifted) 45
4.4.2 internal utility (stepped) 46
4.4.3 refined 46
4.5 product strategy and tactics 46
4.5.1 industry analysis 47
4.5.2 forecast industry development trend 49
4.5.3 five aspects of product strategy 54
4.5.4 Case Study: Penguin empire product strategy 56
4.5.5 product tactics 57
4.5.6 Case Study: Enterprise Operation sandbox simulation training 58
Chapter 1 Business Requirements Document (BRD) 60
5.1 Project Background 61
5.1.1 Gold Circle 61
5.1.2 product proposal 62
5.1.3 proposal objective 63
5.1.4 commercial value 64
5.2 Project timing 65
5.3 project planning 66
5.3.1 core functions 66
5.3.2 product architecture 66
5.3.3 phase planning 66
5.3.4 main function plan 67
5.3.5 product roadmap 68
5.4 business model 69
5.5 benefits, costs, risks and Countermeasures 69
5.5.1 estimated revenue 70
5.5.2 product pricing policy 71
5.5.3 product pricing method 75
5.5.4 estimated cost 77
5.5.5 risks and Countermeasures 78
Chapter 2 Market Demand document (MRD) 80
6.1 user description 80
6.1.1 target user group 81
6.1.2 pain points of user needs 84
6.1.3 user features 86
6.1.4 user motivation 86
6.1.5 User Role Modeling 88
6.1.6 user scenario 93
6.2 market description 94
6.2.1 market scale definition 94
6.2.2 percentage Weighting Method 94
6.2.3 estimation by core actuarial method 95
6.2.4 estimation of substitute analogy 96
6.2.5 statistical survey estimation 96
6.2.6 historical data analysis estimation 97
6.2.7 Case Study: online news and information reading user Scale Estimation 97
6.2.8 competitor analysis 99
6.2.9 SWOT analytics 109
6.3 Requirement Description 110
6.4 Product Planning case (BRD & MRD) 111
6.4.1 product background 111
6.4.2 product strategy and tactics 111
6.4.3 product time: 112
6.4.4 description 112
6.4.5 market description 114
6.4.6 project planning 115
Chapter 1 Requirement Analysis and Management 7th
7.1 requirement definition 119
7.1.1 villagers dig wells 120
7.1.2 what the customer wants to buy is holes 120
7.1.3 couples quarrel 120
7.1.4 Valentine's Day gift 121
7.1.5 360 security guard 121
7.1.6 group buying discount and promotion: 122
7.1.7 why do you want to socialize? 122
7.2 Demand nature 122
7.3 requirement classification 124
7.3.1 entertainment and leisure 125
7.3.2 sense of belonging 125
7.3.3 communication 126
7.3.4 opinion leaders 126
7.3.5 benefits 127
7.3.6 acquiring knowledge and information 128
7.3.7 self-Emotion Expression 128
7.3.8 love and be loved 129
7.3.9 social networking 129
7.3.10 share 131
7.3.11 Security 131
7.3.12 respect 131
7.4 requirements and products 132
7.4.1 requirements and functions 132
7.4.2 requirements and content 133
7.5 obtain requirement 134
7.5.1 main methods for obtaining requirements 134
7.5.2 if the user does not know the answer, obtain the 136 requirement.
7.5.3 qualitative interview 138
7.5.4 log analysis 142
7.5.5 questionnaire 146
7.5.6 obtain requirement 152 from operation data
7.5.7 mining user requirements 153
7.5.8 requirement for record acquisition 155
7.6 evaluation requirements 156
7.6.1 Kano model 157
7.6.2 learn to perform subtraction 161
7.6.3 product expert evaluation 167
7.6.4 a/B testing 168
7.7 requirement priority definition 169
7.7.1 when a new product is not launched 170
7.7.2 174 when free products are launched
7.7.3 billing 175
7.7.4 prerequisites and postscripts 176
7.8 management requirements 176
7.8.1 estimated demand workload: 177
7.8.2 requirement changes 178
7.8.3 requirement management tool 179
Chapter 4 product requirements document (PRD) 8th
8.1 product requirement document content 182
8.1.1 version number and revision history 182
8.1.2 Definition of Terms 183
8.1.3 Summary of functional requirements 184
8.1.4 flowchart, sequence diagram, and status diagram 185
8.1.5 detailed functional requirements 189
8.1.6 non-functional requirements 192
8.1.7 update and maintenance 192
8.2 product prototype 193
8.2.1 definition of product prototype design 193
8.2.2 product prototype design tool 193
8.2.3 select an appropriate tool 195
8.3 page interaction diagram 196
8.4 Requirements document Quality Evaluation Standard 198
8.4.1 correctness 198
8.4.2 feasibility 198
8.4.3 required 199
8.4.4 priority 199
8.4.5 clearness 200
8.4.6 verifiable 200
8.4.7 integrity 201
8.4.8 consistency 201
Article 3 user-centered design
Chapter 4 User Experience 9th
9.1 necessity of user experience 205
9.1.1 daily user experience 206
9.1.2 definition of user experience 208
9.1.3 why user experience 209
9.2 user experience level 210
9.2.1 useful 210
9.2.2 can use 211
9.2.3 211 available
9.2.4 use 212
9.2.5 brand 213
9.3 elements of user experience 214
9.3.1 strategy layer 215
9.3.2 range layer 215
9.3.3 structural layer 216
9.3.4 framework layer 217
9.3.5 performance Layer 218
9.4 classification of user experience 219
9.4.1 sensory experience 219
9.4.2 interactive experience 220
9.4.3 emotion experience 222
9.4.4 value experience 223
9.4.5 trust experience 223
9.5 user experience measurement 224
9.6 how to improve user experience 229
9.6.1 Getting Started: 230
9.6.2 properly guide the user 230
9.6.3 lifecycle 231
9.6.4 exceeding user expectations by 231
9.6.5 correct feedback 231
9.6.6 availability test 232
9.6.7 data analysis and mining 232
9.6.8 multi-purpose and multi-research 233
Chapter 1 user experience design 10th
10.1 conceptual design 235
10.2 Information Architecture 238
10.2.1 organization 238
10.2.2 tag 241
10.2.3 navigation 242
10.2.4 search system 248
10.2.5 scalability 252
10.3 interaction design 255
10.3.1 Scenario Design 255
10.3.2 task breakdown 255
10.3.3 task stream interaction 256
10.3.4 primary and secondary principles 265
10.3.5 direct principle 267
10.3.6 unified principle 269
10.3.7 principle of reducing the workload 271
10.3.8 feedback 272
10.3.9 symmetric principle 272
10.3.10 concise principle 273
10.4 visual design 274
10.4.1 avoid visual noise 274
10.4.2 primary and secondary, comparison, similarity and hierarchy 275
10.4.3 visual streaming 279
10.4.4 color and layout 281
10.4.5 consistent style 283
10.4.6 visual design evaluation table 285
Chapter 1 availability test 11th
11.1 necessity of usability testing 290
11.2 availability test method 290
11.2.1 card classification 291
11.2.2 screen recording 292
11.2.3 eye movement tracking 292
11.2.4 a/B availability test 294
11.2.5 operation data 294
11.2.6 availability test tool 294
11.3 availability test process 297
11.3.1 preparation stage 297
11.3.2 implementation stage 301
11.3.3 summary stage 302
11.3.4 availability test case 304
Chapter 2 UED team 12th
12.1 team formation 312
12.1.1 Team Leader 312
12.1.2 user investigator 312
12.1.3 visual designer 312
12.1.4 interaction designer 313
12.1.5 front-end engineer 313
12.1.6 text engineer 313
12.2 workflow 314
12.2.1 Strategic Planning 314
12.2.2 requirement analysis 315
12.2.3 Interactive Design 315
12.2.4 prototyping 315
12.2.5 visual design 315
12.2.6 frontend creation 316
Article 4 product project management
Chapter 4 product process 13th
13.1 plan 319
13.1.1 main work and deliverables 319
13.1.2 expected KPI 320
13.1.3 Requirement Description meeting 320
13.2 execution phase (DO) 321
13.2.1 design phase 321
13.2.2 development stage 321
13.2.3 test phase 322
13.2.4 launch preparation stage 322
13.3 inspection phase (Watch) 322
13.3.1 data verification stage 322
13.3.2 planning meeting stage 323
Chapter 2 scrum agile development 14th
14.1 scrum agile development 325
14.1.1 scrum Agile Development Declaration 325
14.1.2 scrum agile development principle 326
14.2 scrum agile development process 329
14.2.1 three roles 330
14.2.2 four meetings 331
14.2.3 three objects 334
14.3 scrum value, misunderstanding and summary 336
14.3.1 scrum agile development worth 336
14.3.2 scrum agile development misunderstanding 336
14.3.3 scrum implementation FAQ 337
Chapter 4 Project Management 15th
15.1 case: Six martial schools besieged the Bright Summit project and failed 341
15.1.1 project objective 341
15.1.2 member 341
15.1.3 Project Plan 341
15.1.4 project execution 342
15.1.5 project control 342
15.2 project initiation 343
15.2.1 project application 343
15.2.2 build a project team 345
15.2.3 project planning/production task book 346
15.2.4 project kickoff 347
15.3 Project Plan 348
15.3.1 work breakdown structure 349
15.3.2 activity ranking 351
15.3.3 estimated resources, construction periods, and costs: 352
15.3.4 progress plan 354
15.3.5 risk plan 358
15.3.6 Communication Plan 361
15.4 project execution and monitoring 363
15.4.1 project communication 363
15.4.2 project monitoring 365
15.4.3 change management 367
15.4.4 Risk Management 370
15.5 project closure 372
15.5.1 Evaluation Acceptance 372
15.5.2 project summary 373
15.5.3 file archiving 375
Article 5 product operation promotion
Chapter 1 ten stories of Product Operation 16th
16.1 Tang bohu: Qiu Xiang 379
16.2 key unlock 379
16.3 jishan combs 380
16.4 core competitiveness 381
16.5 magic feather paintings 382
16.6 Hilton 382
16.7 doctors, Bian Que 384
16.8 a fishing rod and a basket of 384
16.9 Matthew effect 385
16.10 Benchmarking Theory 385
Chapter 2 product operation planning and strategy 17th
17.1 Product Operation Plan 386
17.1.1 principle of target users 387
17.1.2 ROI principle 387
17.1.3 phase principle 388
17.1.4 operation planning content 388
17.2 operation strategies and methods 389
17.2.1 Open Platform 390
17.2.2 seed user 390
17.2.3 media softwares 391
17.2.4 technical tools 394
17.2.5 product bundle 395
17.2.6 advertisement placement 396
17.2.7 cooperation and integration 396
17.2.8 Community promotion 397
17.2.9 promotion of creativity 398
17.2.10 event planning 400
17.2.11 event marketing 401
17.2.12 Development System 401
17.2.13 digital marketing 402
Chapter 4 product release management 18th
18.1 release process 406
18.2 release policy 407
18.3 release preparation 409
18.4 officially released 411
18.5 monitoring and tuning 413
18.5.1 Public Opinion Monitoring by user feedback 413
18.5.2 process of user feedback 414
Chapter 2 data statistical analysis and mining 19th
19.1 necessity 418
19.1.1 data 418
19.1.2 information 419
19.1.3 knowledge 419
19.1.4 smart 419
19.2 process 420
19.2.1 determine target 420
19.2.2 data preparation 420
19.2.3 select 420 for Data
19.2.4 data preprocessing 421
19.2.5 Mining Model 421
19.2.6 model evaluation 421
19.2.7 release result 422
19.3 Mining Model 422
19.3.1 clustering 422
19.3.2 join 422
19.3.3 decision tree 423
19.3.4 Neural Network 423
19.3.5 return to 423
19.4 common tools 424
19.4.1 principles of tool selection 424
19.4.2 common tools 425
19.5 Case 426
19.5.1 case background 426
19.5.2 determine the target to data preparation 426
Mining started at 19.5.3 427
Mining with no end point 435
Article 6 product team management
Chapter 2 failure Team problems and outstanding team characteristics 20th
20.1 typical problems of failed product teams 439
20171.1 weak execution 439
V1.1.2 discord among team members: 439
4.1.1.3 workflow chaos 440
Statement 1.4 communication is not smooth and efficiency is not high 441
4.1.1.5 frequent demand changes: 441
Document 1.6 lack of standardized management 442
20.2 typical features of excellent product teams 442
4.1.2.1 excellent organization leaders 442
20.2.2 shared Career Vision 443
Objective 2.3 clear team objective 443
2.4 complete system and process 443
Member types that supplement 2.5: 443
4.1.2.6 reasonable performance appraisal 444
444 improvement in system learning
Listen 2.8 unique product culture 444
Chapter 2 product team management 21st
21.1 product team composition 445
21.1.1 product team of independent departments: 446
21.1.2 cross-department product team composition: 446
21.2 best practices 447
21.3 member assessment 449
21.4 conflict handling 452
21.4.1 two behavior modes: 452
21.4.2 five ways to handle team conflicts 453
21.4.3 conflict handling methods used in different situations 455
21.5 special member management 457
21.5.1 Li Yunlong-style problem member management 458
21.5.2 four moves to solve problems 460 of Employee problems
21.6 product culture 461
21.6.1 user orientation 462
21.6.2 follow details 462
21.6.3 data driver 463
21.6.4 innovation 464
References 465
Source of this book: China Interactive publishing network