Product Manager, very easy to go into a few misunderstandings

1, it is easy to remember the concept, easily limited to the form.

The ability of product managers to think about problems is basically strong, only having the ability to think http://www.aliyun.com/zixun/aggregation/11009.html "> analyze problems as a precondition, The ability to implement problem solving in the later 123 is guaranteed. But careful analysis of a lot of product manager's problems, we will make a common problem.

It is easy for everyone to make their own products, design product form from the bottom of the beginning with a concept to approach. Many friends said: "Our boss to do a SNS", "We have to do a BBS" and so on, it naturally because the product manager at the beginning of the heart inside has recognized and agreed to the design of the product form, many times the product must become very fixed.

This process is also a lack of dynamic and creative process, in the process of one of the essence of the problem is: "When you get a task or a project, the concept of the existing contact or the actual product to the above set", originally this product is no box form, the result of the product must be: " and happy net, Renren "the same community product form, or as a forum product form."

The position itself is "plagiarism", "imitation", "close to" these products, but not many times when the company wants to do a product, the original intention is certainly not: "To do a product and do a product"; so we only remember the concept of the product itself, naturally the product into such a form. The form bearer is only satisfies the demand, the output demand manifests the value.

2, do not know why, the lack of the process of reasoning.

Do not know why, many companies at the top of a few bosses look at the situation, after consultations, finally reached a strategic direction of development, tell product Manager to do what kind of products. At this time I believe that most product managers are just in the heart of the general know: "Next we want to do, probably what the company wants is what kind of thing", get a general answer, next to rely on their own level, industry awareness to guess and specific this product landing.

But this process is most critical: the product manager just from the task, the result itself to see the problem, the first is to position themselves to make the product itself. Make product origin is the product research and development direction of things, but whether it can operate the product, from the beginning must have this sense to judge to logical deduction.

So or on top of a SNS or BBS for example, many times we have to do in the beginning of the things have been delineated in these 2 concept categories, the beginning of their own shackles. In fact, many product managers in the heart will also say that may not be the case, but a lot of people rarely ask: "Why do you come to the conclusion to do this, and do not do that, you want to meet the needs of users in the interests of users what?" Is there a more appropriate way to meet the strategy? ”

So when the deduction to know, we have to meet the needs of users to interact with each other, and then we can establish some relationship between users, and its own positioning is: to meet the AA group BBB demand, this time we found that the community this form at this stage seems to be able to carry this kind of demand, We have come to the conclusion that we have to do such a thing, and then this thing can be like CCC. So this time the product manager knew the entire demand high-level birth the ins and outs, like this, the concrete product design plan's way will be more flexible, also will be richer, this and single thought wants to make what kind still is not very same.

From the derivation of the product landing process, product manager of the product understanding, the thing to do is very clear. Everyone's level, skills in fact are not much different, the real lies in the same thing about a product to understand the difference. The height of each person's station is different, natural look at the angle of the problem is different, so the thought difference that finally shows out is completely different.

Some time ago a colleague asked me: "This product has no good design, should do I have thought about it, as if there is nothing to do." "In fact, the colleague is still very serious, he just don't know how to collect, filter demand, combined business-less the process of reasoning." I've had the same problem, the difference between products and products is not really small, but the different product development space may not be the same, some products have the potential of 5000, some products are 500, only this, product managers to treat the process of demand is the same.

Establish the process of thinking derivation, what we are going to do is what the goal is, and then what is the direction we can try to work on in terms of the direction of the business, and how we pull him out, and then how to classify the same sex together, probably according to the important priority dimension; may be based on the dimensions of capacity building Or it might follow the dimensions of the product strategy diagram, and then with these big dots, we can refine to what we're going to do ABC, with ABC we know the whole list of requirements. This time we look at these, and we look at the things to do and what not to do, we have the priorities. This time a lot of things in my heart become measurable, the heart is also very bottom.

3, fragmented thinking, not systematic thinking.

Fragmentation thinking is about what is, if this is the product manager's problem will become very terrible. Fragmentation thinking is like betting, betting on what is, and likely to cause product or a lot of things are not controllable. That is, you depend entirely on the current status of the Product manager, the current state of the good he is likely to be very effective, if not, it will become very bad. The entire product development system, quietly buried a deep water bomb, not know when it will suddenly explode.

Fragmented thinking, but also reflected in the view of things just stay in their own point of view, scattered views, to see problem solving problem is difficult to global, programmatic. I've looked at a lot of product managers, novices, bulls, and even the management of the company, and the difference between fragmented thinking and systematic thinking is very clear in these groups.

The people of the fragmented thinking, they're talking about a point, two points, a lot of product managers say in the mouth is: "This registration of the guidance of the logic of the problem, the configuration of the background and the problem, the product of a period of less what the operation of the intervention situation is now what ...", a word is very loose! Because it's a fragmented mind, so to see the problem how to solve, a lot of people are also: "I see AAA/BBB/CCC have a problem, what the problem, b I think not how to do"; the same as the first line of systematic thinking, they will clearly see the current state of what the problem is, The question is in what aspect, these question reason everybody is because of what, concrete how to solve the plan is what. Perhaps words are not many, but can be summed up a lot and to solve.

Product manager if often have fragmented thinking, so often also can not grasp the focus of work, feel the work of every day is so complicated, itself to many problems will not form their own unique view of the problem, it is difficult to be similar players in excess. So this is also a lot of people product managers work a lot of time, or the product manager of their own field of a three-acre as a product manager of all.

The whole day is the axure, the layout of the Web page, a lot of very scattered things. As a product manager, it is necessary to be able to realize what I am doing in order to achieve an effect, as the product manager itself we need to master what kind of thinking mode. However, there is a point of view because of environmental differences, cognitive differences, their own understanding of the differences, so this situation is certainly common. So today if I, we, you, you, or stay in the fragmented thinking, not enough global enough system, see me this article began, we have to consciously start thinking systematically; Because the beginning of you, you will have a lot of things going on in the future.

4, just like a designer to design, not like the operation of the target.

We design products like product design, we still enjoy the design process with the sense of achievement and satisfaction, so we still positioning ourselves in a product design. Now the title is open, I and a lot of people are actually product design, we now have the ability of product managers? I don't think so!

What is the product manager? It's not that you said this product was designed to be finished, and then nothing was done. Many times the excellent product manager he is in the product design when he will consider his design, after each piece of product operators how to operate, is not equipped with the ability to operate. If this is not to understand, we still stay in the product design staff's perspective, seemingly every day in the design, every day in the product.

The most powerful place for operators is targeting, which means that you let him complete an activity, how much traffic, how many users to complete, how many goals to accomplish, they are able to quantify through a series of methods, to this goal. On the contrary, product managers do not need to assess this, the assessment is only a very basic indicator, this indicator may be easy to meet.

When one day, if you need a product manager to complete this indicator, do you know what kind of demand to make out, or optimize a what kind of demand comes out, you can complete this indicator? This is tough on product managers, and a lot of companies don't. But as a product manager, you have to be aware that you can be targeted, quantified, and controllable, so that you can clearly understand that these features are foundational, and my goal is to make these features more usable. These functions are the key to allow operators to packaging, to operate, how to do; those functions are now the foundation of the ability to later lead to value-added points ... This product is in your hands to play out the flowers.

Now the common problem of product designers is the lack of the ability to expand the product operations, in fact, the strict sense of product managers to have these capabilities, although the company does not require you to do the real thing, but will not be in the heart is very clear. Now everyone has developed the ability to pick the burner jingjing of the company, but if you really have these are: it is possible to have a dull or difficult product to do. Product Manager's ability in this respect, if you are now the product is a large resource input, large financial support, large-scale activities to promote, and others can be made.

Therefore, based on the product design itself, there is a product operation awareness and ability, out of the inherent thinking and interest in the comfort zone, is also a progress.

Source: http://www.kuliqiang.com/?p=3303