【中英文本】產(chǎn)品經(jīng)理基礎(chǔ)課程-Product Management Fundamentals 4
Sprint checkpoints
Next up we'll look at the sprint process and the product manager's role in it.
接下來(lái)，我們會(huì)討論快速?zèng)_刺迭代周期以及該過(guò)程中產(chǎn)品經(jīng)理的職責(zé)
A sprint is typically one to three weeks during which time the team has a fixed scope of work.
一個(gè)快速?zèng)_刺迭代周期通常是一到三周，在此期間團(tuán)隊(duì)有固定的工作內(nèi)容。
The user stories that the team has committed to finishing.
即團(tuán)體承諾要完成的用戶故事
As a product manager you need to protect the team from any changes to stories or scope during the sprint.
作為產(chǎn)品經(jīng)理，你需要保護(hù)團(tuán)隊(duì)在快死沖刺迭代期間用戶故事或范圍的不會(huì)有任何更改。
As this causes disruption and inefficiency.
這將會(huì)造成中斷以及低效率
So you need to make sure that stories are ready by the time the sprint starts.
所以在快速?zèng)_刺迭代周期開(kāi)始前，你要確認(rèn)用戶故事已經(jīng)被準(zhǔn)備好了
There are several checkpoints with the team and typically these are held as meetings.
團(tuán)隊(duì)有幾個(gè)檢查點(diǎn)，這些檢查點(diǎn)通常以會(huì)議的形式舉行。
A week or two before the sprint starts the full team should hold a kickoff where you review the major stories that you are recommending for the next sprint and why.
在快速?zèng)_刺迭代周期開(kāi)始前一兩周，整個(gè)團(tuán)隊(duì)?wèi)?yīng)該舉行一次啟動(dòng)儀式，回顧你為下一個(gè)快速?zèng)_刺迭代周期準(zhǔn)備的主要故事以及原因。
Any data that you've collected reinforce the priority of the work, including forecasts, if you have them.
你收集的任何數(shù)據(jù)都能論證工作的優(yōu)先級(jí)，包括預(yù)測(cè)（如果有的話）
I also combine these meeting with backlog grooming.
我還將這些會(huì)議與需求池梳理相結(jié)合。
Backlog grooming is when you discuss upcoming work that may be a couple of sprints out.
需求池梳理是指即將進(jìn)行的工作，這些工作可能有幾個(gè)快速?zèng)_刺迭代周期。
And get input on rough level of effort, relative priority and issues or unknowns that you need to track down in order for the story to be ready for development.
并獲取有關(guān)工作量相對(duì)粗略的優(yōu)先級(jí)的反饋，以及需要跟蹤的問(wèn)題或未知情況，以便為故事開(kāi)發(fā)做好準(zhǔn)備
Shortly before the start of the sprint, the team meets again to bid on the work.
在快速?zèng)_刺迭代周期開(kāi)始前不久，團(tuán)隊(duì)會(huì)再次開(kāi)會(huì)討論工作。
This is where the team has a conversation to agree upon the estimated level of effect.
這是團(tuán)隊(duì)進(jìn)行對(duì)話以商定預(yù)估效果的時(shí)期。
Typically measured in story points.
通常以故事點(diǎn)為衡量
Story points don't translate directly into hours or days but rather are a relative indication of effort.
故事點(diǎn)不會(huì)直接轉(zhuǎn)化為小時(shí)或幾天，而是工作量的相對(duì)指示。
Sometimes larger stories are assigned to developers to research or scope before the bidding meeting.
有時(shí)，在討論會(huì)議之前，較大的故事會(huì)分配給開(kāi)發(fā)人員進(jìn)行研究或確定范圍。
During the bidding meeting, multiple devs bid on each story.
在討論會(huì)議期間，開(kāi)發(fā)人員會(huì)對(duì)每個(gè)故事進(jìn)行評(píng)判。
Even if they won't be building it.
即使是不開(kāi)發(fā)它
And then the team discusses discrepancies and bid or estimation sizes which is helpful to ensure that everyone is on the same page regarding assumption about how something will be built.
接下來(lái)團(tuán)隊(duì)會(huì)討論差異并且討論或預(yù)估故事的大小，這有助于確保每個(gè)人都對(duì)如何開(kāi)發(fā)持相同態(tài)度。
Design and test also comment on work required on their parts to complete the story.
設(shè)計(jì)和測(cè)試也會(huì)評(píng)價(jià)完成故事所需要的工作
As a product manager you should go into the bidding meeting with slightly more stories prepared than you expect will be possible in the upcoming sprint.
作為產(chǎn)品經(jīng)理，你應(yīng)該準(zhǔn)備比接下來(lái)的快速?zèng)_刺迭代周期預(yù)期所需要的，更多的故事來(lái)參加討論會(huì)議。
You should have the stories prepared along with the acceptance criteria.
你應(yīng)該根據(jù)可接受的標(biāo)準(zhǔn)準(zhǔn)備故事
Base on the bids, the team collectively draws a commitment line to reflect the stories that you have high confidence you'll be able to complete base on the team's historical velocity.
根據(jù)討論結(jié)果，基于以往的團(tuán)隊(duì)開(kāi)發(fā)效率，團(tuán)隊(duì)共同劃下了能夠順利完成故事的承諾線。
That is the average number of story points that they've completed in recent sprints.
團(tuán)隊(duì)以往效率是在最近幾個(gè)快速?zèng)_刺迭代周期中完成的故事點(diǎn)的平均數(shù)量。
It's also a good idea to have a few smaller one to two point stories that are ready to build that could be nice to have work items below the commitment line for any sprint.
準(zhǔn)備構(gòu)建一些較小的一到兩點(diǎn)故事也是一個(gè)好主意，這些故事對(duì)于任何快速?zèng)_刺迭代周期的承諾線以下的工作項(xiàng)可能會(huì)很好。
At the end of the sprint, the team demos their work at minimal to you as the product owner, but ideally showing it to the broader team.
在快速?zèng)_刺迭代周期結(jié)束時(shí)，團(tuán)隊(duì)以最小的方式向作為產(chǎn)品負(fù)責(zé)人的你演示他們的工作，但理想情況下也會(huì)向更廣泛的團(tuán)隊(duì)展示。
Even if it's back-end work, it's helpful for the team to talk about what they build.
即使是后端工作，這對(duì)團(tuán)隊(duì)討論他們的開(kāi)發(fā)內(nèi)容也很有幫助。
This is a great opportunity to celebrate the team success and remind them and extended team about why the work is a priority and how it fits into the broader goals.
這是一個(gè)很好的機(jī)會(huì)來(lái)慶祝團(tuán)隊(duì)的成功，并提醒他們和其它團(tuán)隊(duì)為什么這一工作優(yōu)先級(jí)高以及它如何匹配更大的目標(biāo)。
For the product team that i've led, we've had open all hands demos every other week and any team that was ready to talk could do so.
對(duì)于我領(lǐng)導(dǎo)過(guò)的產(chǎn)品團(tuán)隊(duì)，我們每隔一周就會(huì)進(jìn)行一次開(kāi)放演示，任何準(zhǔn)備好交談的團(tuán)隊(duì)都可以這樣做。
Ideally have one of the developers or designers walk through woodchipped and explain why this is a priority for the company.
理想情況下，讓其中一位開(kāi)發(fā)人員或設(shè)計(jì)師參與，并解釋為什么這是公司的優(yōu)先事項(xiàng)。
I also think that this demo meeting is a great venue for PMs to share metrics and customer feedback from recent releases.
我還認(rèn)為，這次演示會(huì)議是產(chǎn)品經(jīng)理分享最近發(fā)布的指標(biāo)和客戶反饋的絕佳場(chǎng)所。
At the end of the sprint, the smaller core team perform a retrospective.
在快速?zèng)_刺迭代周期結(jié)束時(shí)，由較小的核心團(tuán)隊(duì)執(zhí)行回顧工作。
Where you discuss what went well, what didn't go well and what changes you'd like to make in the future.
在這里，你可以討論哪些方面進(jìn)展順利，哪些方面進(jìn)展不順利，以及將來(lái)希望做出哪些改變。
In these meetings you'll find that you need to actively take notes or assign someone to do so.
在這些會(huì)議中，你會(huì)發(fā)現(xiàn)你需要主動(dòng)做筆記或指派某人做。
Send out the notes after the meeting reflecting decisions and action items and their owners.
會(huì)議結(jié)束后將反映決策和行動(dòng)，及其相關(guān)負(fù)責(zé)人的會(huì)議記錄發(fā)送出去。
We've reviewed the key checkpoints in the sprint process and will now talk about what your specific role and deliverables roles are throughout the sprint timeline.
我們已經(jīng)回顧了快速?zèng)_刺迭代周期中的關(guān)鍵檢查點(diǎn)，現(xiàn)在將討論你在其中的特定職責(zé)和可交付成果職責(zé)
PO activities
In order for the development team to be ready to start work at the beginning of a sprint, there is quite a lot of pre-work that needs to be done first.
為了讓開(kāi)發(fā)團(tuán)隊(duì)在快速?zèng)_刺迭代周期開(kāi)始前做好充足的準(zhǔn)備，有一些前置工作需要優(yōu)先完成
Your preparation work starts a good four weeks before the start of a sprint.
你的準(zhǔn)備工作應(yīng)該在快速?zèng)_刺迭代周期開(kāi)始前的大約四周開(kāi)始。
When you should be getting input from dev and design on costs, drafting the forecast model and securing executive buy-in that the project is worthwhile.
在這個(gè)階段，你應(yīng)該從開(kāi)發(fā)和設(shè)計(jì)團(tuán)隊(duì)那里獲得成本信息，制定預(yù)測(cè)模型，并確保高管認(rèn)可該項(xiàng)目的價(jià)值。
When you have agreement that this is the work that you'd like to do, you update the roadmap and backlog.
當(dāng)你們達(dá)成一致，確認(rèn)這是你希望完成的工作后，你要更新路線圖和待辦事項(xiàng)清單。
Next you need to ensure that any external dependencies are cleared up.
接下來(lái)，你需要確保清理掉所有的外部依賴。
To the extent that your solution requires third-party integrations, you'll need to make sure that you have the appropriate licenses and deals in place.
在你的解決方案需要第三方集成的情況下，你需要確保已經(jīng)獲得了適當(dāng)?shù)脑S可和合作協(xié)議。
Keep in mind that three weeks is too short to negotiate a custom agreement with a third party.
請(qǐng)記住，對(duì)于與第三方進(jìn)行定制協(xié)議的談判來(lái)說(shuō)，三周的時(shí)間是不夠的。
So stories may need to get pushed out if that's the case at least by three weeks out.
所以，如果情況如此，用戶故事開(kāi)發(fā)可能需要推遲至少三周。
You should also be getting input from the extended team, including marketing, sles, legal operations, customer service and so on.
你還應(yīng)該向其它團(tuán)隊(duì)包括營(yíng)銷(xiāo)、銷(xiāo)售、法務(wù)、運(yùn)營(yíng)、客戶服務(wù)等征求意見(jiàn)。
Some of these teams, such as sales and customer support, need time to build training materials and marketing needs time for press releases or other campaigns.
某些團(tuán)隊(duì)，如銷(xiāo)售和客戶支持，需要時(shí)間制作培訓(xùn)材料，而營(yíng)銷(xiāo)團(tuán)隊(duì)則需要時(shí)間準(zhǔn)備宣傳稿或其他營(yíng)銷(xiāo)活動(dòng)。
So you need to involve them early enough that they can be prepared.
所以你需要盡早地讓他們參與進(jìn)來(lái)，以做好準(zhǔn)備
At this time you should be working with interaction designers on customer flows and wireframes.
此時(shí)，你應(yīng)該與交互設(shè)計(jì)師合作，進(jìn)行客戶流程和線框圖的設(shè)計(jì)。
You should also engage user research to line up tests of competitor implementations or ready testers to give input on what the team is planning on building.
你還應(yīng)該參與用戶研究，以進(jìn)行對(duì)競(jìng)爭(zhēng)對(duì)手實(shí)現(xiàn)的測(cè)試，或準(zhǔn)備測(cè)試人員，以便他們能夠?qū)F(tuán)隊(duì)計(jì)劃構(gòu)建的內(nèi)容提供反饋。
Finally you should be preparing the kickoff materials to show to the core team.
最后，你應(yīng)該準(zhǔn)備啟動(dòng)材料，以展示給核心團(tuán)隊(duì)。
These can include the data indicating why this work is worthwhile and high level user flows.
這些材料可以包括表明為什么這項(xiàng)工作是有價(jià)值的數(shù)據(jù)和高級(jí)用戶流程。
Within about two weeks from the start of the sprint, you should be working with design and dev to create whatever level of documentation is needed for your team.
在離快速?zèng)_刺迭代周期開(kāi)始還有大約兩周的時(shí)間時(shí)，你應(yīng)該與設(shè)計(jì)和開(kāi)發(fā)團(tuán)隊(duì)合作，創(chuàng)建團(tuán)隊(duì)所需的任何級(jí)別的文檔。
That may just be wireframes if you have a well-established style guide or your team may require much higher fidelity clickable prototypes.
這可能只需要簡(jiǎn)單的線框圖，如果你有一份完善的樣式指南，或者你的團(tuán)隊(duì)需要高保真的可點(diǎn)擊原型
At the same time you should be fleshing out the user story with more detail, including acceptance criteria so that these are ready for scoping and bidding.
同時(shí)，你應(yīng)該進(jìn)一步完善用戶故事，包括驗(yàn)收標(biāo)準(zhǔn)以便為其進(jìn)行限定和討論
During the sprint, product owners should attend daily standups and make themselves available daily at minimum over chat or phone for any questions that come up.
在快速?zèng)_刺迭代期間，產(chǎn)品負(fù)責(zé)人應(yīng)該參加每日站立會(huì)議，并至少保證電話暢通，以回答任何出現(xiàn)的問(wèn)題。
Along with testers, you will be expected to review all stories as they are completed to ensure that they meet the goals for the work and expected quality.
作為產(chǎn)品負(fù)責(zé)人應(yīng)該同測(cè)試人員一起，在所有故事完成后進(jìn)行審核，以確保它們符合工作目標(biāo)和預(yù)期的質(zhì)量要求。
This may be referred to as user acceptance testing or UAT, where you'll represent the user or customer. ?
這可能被稱(chēng)為用戶驗(yàn)收測(cè)試或UAT，你將代表用戶或客戶進(jìn)行測(cè)試。
As a result of QA testing and UAT, inevitably some bugs or other issues will be introduced within the work in the progress.
經(jīng)過(guò)QA測(cè)試和UAT，不可避免地會(huì)出現(xiàn)一些錯(cuò)誤或其他問(wèn)題。
Generally speaking you want to make sure that you don't ship with a new problem that you're not willing to live with for an extended period of time.
一般來(lái)說(shuō)，你要確保不要在發(fā)布時(shí)出現(xiàn)一個(gè)你不愿意長(zhǎng)期忍受的新問(wèn)題。
Regularly shipping with known bugs that need fixing just adds to technical debt and is unsustainable.
經(jīng)常性地發(fā)布帶有已知BUG的產(chǎn)品只會(huì)增加技術(shù)債務(wù)，并且是不可持續(xù)的。
Finally during and shortly after the release, you'll communicate with the extended team to provide release notes.
最后，在發(fā)布期間和發(fā)布后不久，你將與其它團(tuán)隊(duì)進(jìn)行溝通，提供發(fā)布說(shuō)明。
You should have been coordinating for several weeks now with sales, marketing and support to ensure that their teams are prepared.
在這幾周內(nèi)，你應(yīng)該一直與銷(xiāo)售、營(yíng)銷(xiāo)和支持團(tuán)隊(duì)進(jìn)行協(xié)調(diào)，以確保他們的團(tuán)隊(duì)做好了準(zhǔn)備工作。
You may be asked to do in-person training or otherwise contribute to the collateral they use.
你可能會(huì)對(duì)他們進(jìn)行現(xiàn)場(chǎng)培訓(xùn)或以其他方式為給他們提供支撐材料。
Often product managers author blog posts to announce larger releases.
通常，產(chǎn)品經(jīng)理會(huì)撰寫(xiě)博客文章來(lái)宣布較大的發(fā)布。
So there's a lot to do.
所以，有許多事情要做
Where this gets a bit daunting is when you consider that this timeline only represents one sprint.
考慮到這個(gè)時(shí)間表只代表一個(gè)快速?zèng)_刺迭代周期，這可能會(huì)生畏。
If you take the case of two week sprints, you have to work for three different sprints overlapping on this timeline.
如果以兩周為周期的快速?zèng)_刺迭代周期為例，你需要在這個(gè)時(shí)間表上同時(shí)處理三個(gè)不同的快速?zèng)_刺迭代周期。
Moreover some product managers are asked to support multiple sprint teams.
此外，一些產(chǎn)品經(jīng)理被要求支持多個(gè)快速?zèng)_刺迭代團(tuán)隊(duì)。
No doubt the build stage is where many product managers spend the majority of their time, particularly those with product owner or technical product manager titles.
毫無(wú)疑問(wèn)，對(duì)于許多產(chǎn)品經(jīng)理來(lái)說(shuō)，構(gòu)建階段是他們花費(fèi)大部分時(shí)間的階段，尤其是那些擔(dān)任產(chǎn)品負(fù)責(zé)人或技術(shù)產(chǎn)品經(jīng)理職位的人員。
To recap, you're responsible for the roadmap and backlog and the prioritized to user stories and acceptance criteria that populate the backlog.
回顧一下，作為產(chǎn)品經(jīng)理，你負(fù)責(zé)制定產(chǎn)品的路線圖、需求池、對(duì)用戶故事排優(yōu)先級(jí)和驗(yàn)收標(biāo)準(zhǔn)，這些內(nèi)容填充了待辦事項(xiàng)列表。
You also perform acceptance testing and ensure that the extended team has signed off on the work and is prepared for what is shipping.
你還執(zhí)行驗(yàn)收測(cè)試，并確保其它團(tuán)隊(duì)對(duì)工作進(jìn)行了確認(rèn)，并做好了準(zhǔn)備以發(fā)布產(chǎn)品。
Depending on whether your team is large enough to have adjacent positions, such as program managers, project managers and information architects.
根據(jù)你的團(tuán)隊(duì)規(guī)模是否足夠大，可能還會(huì)有一些關(guān)聯(lián)職位，如項(xiàng)目經(jīng)理、項(xiàng)目經(jīng)理和信息架構(gòu)師等。
You may need to fill in other functions on a sprint team that aren't typically the product owner role.
在一個(gè)快速?zèng)_刺迭代團(tuán)隊(duì)中，你可能需要承擔(dān)一些非產(chǎn)品負(fù)責(zé)人角色的職能
For example you may be expected to create user experience flows or wireframes.
例如，你可能需要負(fù)責(zé)用戶體驗(yàn)流程或線框圖。
Some product managers run usability studies on upcoming and recently released features.
一些產(chǎn)品經(jīng)理會(huì)對(duì)即將發(fā)布或最近發(fā)布的功能進(jìn)行可用性研究。
And while this role can be filled by program or project managers or dev leads, you may need to act as scrum master for the agile team as well.
雖然這個(gè)角色可以由項(xiàng)目經(jīng)理或開(kāi)發(fā)負(fù)責(zé)人來(lái)?yè)?dān)任，但你可能還需要充當(dāng)敏捷團(tuán)隊(duì)的Scrum Master。
The next step to discuss relates to customer engagement, acquiring and retaining customers.
接下來(lái)要討論的內(nèi)容有關(guān)用戶參與度，獲客和留存用戶。
Sprint checkpoints
Next up we'll look at the sprint process and the product manager's role in it.
接下來(lái)，我們會(huì)討論快速?zèng)_刺迭代周期以及該過(guò)程中產(chǎn)品經(jīng)理的職責(zé)
A sprint is typically one to three weeks during which time the team has a fixed scope of work.
一個(gè)快速?zèng)_刺迭代周期通常是一到三周，在此期間團(tuán)隊(duì)有固定的工作內(nèi)容。
The user stories that the team has committed to finishing.
即團(tuán)體承諾要完成的用戶故事
As a product manager you need to protect the team from any changes to stories or scope during the sprint.
作為產(chǎn)品經(jīng)理，你需要保護(hù)團(tuán)隊(duì)在快死沖刺迭代期間用戶故事或范圍的不會(huì)有任何更改。
As this causes disruption and inefficiency.
這將會(huì)造成中斷以及低效率
So you need to make sure that stories are ready by the time the sprint starts.
所以在快速?zèng)_刺迭代周期開(kāi)始前，你要確認(rèn)用戶故事已經(jīng)被準(zhǔn)備好了
There are several checkpoints with the team and typically these are held as meetings.
團(tuán)隊(duì)有幾個(gè)檢查點(diǎn)，這些檢查點(diǎn)通常以會(huì)議的形式舉行。
A week or two before the sprint starts the full team should hold a kickoff where you review the major stories that you are recommending for the next sprint and why.
在快速?zèng)_刺迭代周期開(kāi)始前一兩周，整個(gè)團(tuán)隊(duì)?wèi)?yīng)該舉行一次啟動(dòng)儀式，回顧你為下一個(gè)快速?zèng)_刺迭代周期準(zhǔn)備的主要故事以及原因。
Any data that you've collected reinforce the priority of the work, including forecasts, if you have them.
你收集的任何數(shù)據(jù)都能論證工作的優(yōu)先級(jí)，包括預(yù)測(cè)（如果有的話）
I also combine these meeting with backlog grooming.
我還將這些會(huì)議與需求池梳理相結(jié)合。
Backlog grooming is when you discuss upcoming work that may be a couple of sprints out.
需求池梳理是指即將進(jìn)行的工作，這些工作可能有幾個(gè)快速?zèng)_刺迭代周期。
And get input on rough level of effort, relative priority and issues or unknowns that you need to track down in order for the story to be ready for development.
并獲取有關(guān)工作量相對(duì)粗略的優(yōu)先級(jí)的反饋，以及需要跟蹤的問(wèn)題或未知情況，以便為故事開(kāi)發(fā)做好準(zhǔn)備
Shortly before the start of the sprint, the team meets again to bid on the work.
在快速?zèng)_刺迭代周期開(kāi)始前不久，團(tuán)隊(duì)會(huì)再次開(kāi)會(huì)討論工作。
This is where the team has a conversation to agree upon the estimated level of effect.
這是團(tuán)隊(duì)進(jìn)行對(duì)話以商定預(yù)估效果的時(shí)期。
Typically measured in story points.
通常以故事點(diǎn)為衡量
Story points don't translate directly into hours or days but rather are a relative indication of effort.
故事點(diǎn)不會(huì)直接轉(zhuǎn)化為小時(shí)或幾天，而是工作量的相對(duì)指示。
Sometimes larger stories are assigned to developers to research or scope before the bidding meeting.
有時(shí)，在討論會(huì)議之前，較大的故事會(huì)分配給開(kāi)發(fā)人員進(jìn)行研究或確定范圍。
During the bidding meeting, multiple devs bid on each story.
在討論會(huì)議期間，開(kāi)發(fā)人員會(huì)對(duì)每個(gè)故事進(jìn)行評(píng)判。
Even if they won't be building it.
即使是不開(kāi)發(fā)它
And then the team discusses discrepancies and bid or estimation sizes which is helpful to ensure that everyone is on the same page regarding assumption about how something will be built.
接下來(lái)團(tuán)隊(duì)會(huì)討論差異并且討論或預(yù)估故事的大小，這有助于確保每個(gè)人都對(duì)如何開(kāi)發(fā)持相同態(tài)度。
Design and test also comment on work required on their parts to complete the story.
設(shè)計(jì)和測(cè)試也會(huì)評(píng)價(jià)完成故事所需要的工作
As a product manager you should go into the bidding meeting with slightly more stories prepared than you expect will be possible in the upcoming sprint.
作為產(chǎn)品經(jīng)理，你應(yīng)該準(zhǔn)備比接下來(lái)的快速?zèng)_刺迭代周期預(yù)期所需要的，更多的故事來(lái)參加討論會(huì)議。
You should have the stories prepared along with the acceptance criteria.
你應(yīng)該根據(jù)可接受的標(biāo)準(zhǔn)準(zhǔn)備故事
Base on the bids, the team collectively draws a commitment line to reflect the stories that you have high confidence you'll be able to complete base on the team's historical velocity.
根據(jù)討論結(jié)果，基于以往的團(tuán)隊(duì)開(kāi)發(fā)效率，團(tuán)隊(duì)共同劃下了能夠順利完成故事的承諾線。
That is the average number of story points that they've completed in recent sprints.
團(tuán)隊(duì)以往效率是在最近幾個(gè)快速?zèng)_刺迭代周期中完成的故事點(diǎn)的平均數(shù)量。
It's also a good idea to have a few smaller one to two point stories that are ready to build that could be nice to have work items below the commitment line for any sprint.
準(zhǔn)備構(gòu)建一些較小的一到兩點(diǎn)故事也是一個(gè)好主意，這些故事對(duì)于任何快速?zèng)_刺迭代周期的承諾線以下的工作項(xiàng)可能會(huì)很好。
At the end of the sprint, the team demos their work at minimal to you as the product owner, but ideally showing it to the broader team.
在快速?zèng)_刺迭代周期結(jié)束時(shí)，團(tuán)隊(duì)以最小的方式向作為產(chǎn)品負(fù)責(zé)人的你演示他們的工作，但理想情況下也會(huì)向更廣泛的團(tuán)隊(duì)展示。
Even if it's back-end work, it's helpful for the team to talk about what they build.
即使是后端工作，這對(duì)團(tuán)隊(duì)討論他們的開(kāi)發(fā)內(nèi)容也很有幫助。
This is a great opportunity to celebrate the team success and remind them and extended team about why the work is a priority and how it fits into the broader goals.
這是一個(gè)很好的機(jī)會(huì)來(lái)慶祝團(tuán)隊(duì)的成功，并提醒他們和其它團(tuán)隊(duì)為什么這一工作優(yōu)先級(jí)高以及它如何匹配更大的目標(biāo)。
For the product team that i've led, we've had open all hands demos every other week and any team that was ready to talk could do so.
對(duì)于我領(lǐng)導(dǎo)過(guò)的產(chǎn)品團(tuán)隊(duì)，我們每隔一周就會(huì)進(jìn)行一次開(kāi)放演示，任何準(zhǔn)備好交談的團(tuán)隊(duì)都可以這樣做。
Ideally have one of the developers or designers walk through woodchipped and explain why this is a priority for the company.
理想情況下，讓其中一位開(kāi)發(fā)人員或設(shè)計(jì)師參與，并解釋為什么這是公司的優(yōu)先事項(xiàng)。
I also think that this demo meeting is a great venue for PMs to share metrics and customer feedback from recent releases.
我還認(rèn)為，這次演示會(huì)議是產(chǎn)品經(jīng)理分享最近發(fā)布的指標(biāo)和客戶反饋的絕佳場(chǎng)所。
At the end of the sprint, the smaller core team perform a retrospective.
在快速?zèng)_刺迭代周期結(jié)束時(shí)，由較小的核心團(tuán)隊(duì)執(zhí)行回顧工作。
Where you discuss what went well, what didn't go well and what changes you'd like to make in the future.
在這里，你可以討論哪些方面進(jìn)展順利，哪些方面進(jìn)展不順利，以及將來(lái)希望做出哪些改變。
In these meetings you'll find that you need to actively take notes or assign someone to do so.
在這些會(huì)議中，你會(huì)發(fā)現(xiàn)你需要主動(dòng)做筆記或指派某人做。
Send out the notes after the meeting reflecting decisions and action items and their owners.
會(huì)議結(jié)束后將反映決策和行動(dòng)，及其相關(guān)負(fù)責(zé)人的會(huì)議記錄發(fā)送出去。
We've reviewed the key checkpoints in the sprint process and will now talk about what your specific role and deliverables roles are throughout the sprint timeline.
我們已經(jīng)回顧了快速?zèng)_刺迭代周期中的關(guān)鍵檢查點(diǎn)，現(xiàn)在將討論你在其中的特定職責(zé)和可交付成果職責(zé)
PO activities
In order for the development team to be ready to start work at the beginning of a sprint, there is quite a lot of pre-work that needs to be done first.
為了讓開(kāi)發(fā)團(tuán)隊(duì)在快速?zèng)_刺迭代周期開(kāi)始前做好充足的準(zhǔn)備，有一些前置工作需要優(yōu)先完成
Your preparation work starts a good four weeks before the start of a sprint.
你的準(zhǔn)備工作應(yīng)該在快速?zèng)_刺迭代周期開(kāi)始前的大約四周開(kāi)始。
When you should be getting input from dev and design on costs, drafting the forecast model and securing executive buy-in that the project is worthwhile.
在這個(gè)階段，你應(yīng)該從開(kāi)發(fā)和設(shè)計(jì)團(tuán)隊(duì)那里獲得成本信息，制定預(yù)測(cè)模型，并確保高管認(rèn)可該項(xiàng)目的價(jià)值。
When you have agreement that this is the work that you'd like to do, you update the roadmap and backlog.
當(dāng)你們達(dá)成一致，確認(rèn)這是你希望完成的工作后，你要更新路線圖和待辦事項(xiàng)清單。
Next you need to ensure that any external dependencies are cleared up.
接下來(lái)，你需要確保清理掉所有的外部依賴。
To the extent that your solution requires third-party integrations, you'll need to make sure that you have the appropriate licenses and deals in place.
在你的解決方案需要第三方集成的情況下，你需要確保已經(jīng)獲得了適當(dāng)?shù)脑S可和合作協(xié)議。
Keep in mind that three weeks is too short to negotiate a custom agreement with a third party.
請(qǐng)記住，對(duì)于與第三方進(jìn)行定制協(xié)議的談判來(lái)說(shuō)，三周的時(shí)間是不夠的。
So stories may need to get pushed out if that's the case at least by three weeks out.
所以，如果情況如此，用戶故事開(kāi)發(fā)可能需要推遲至少三周。
You should also be getting input from the extended team, including marketing, sles, legal operations, customer service and so on.
你還應(yīng)該向其它團(tuán)隊(duì)包括營(yíng)銷(xiāo)、銷(xiāo)售、法務(wù)、運(yùn)營(yíng)、客戶服務(wù)等征求意見(jiàn)。
Some of these teams, such as sales and customer support, need time to build training materials and marketing needs time for press releases or other campaigns.
某些團(tuán)隊(duì)，如銷(xiāo)售和客戶支持，需要時(shí)間制作培訓(xùn)材料，而營(yíng)銷(xiāo)團(tuán)隊(duì)則需要時(shí)間準(zhǔn)備宣傳稿或其他營(yíng)銷(xiāo)活動(dòng)。
So you need to involve them early enough that they can be prepared.
所以你需要盡早地讓他們參與進(jìn)來(lái)，以做好準(zhǔn)備
At this time you should be working with interaction designers on customer flows and wireframes.
此時(shí)，你應(yīng)該與交互設(shè)計(jì)師合作，進(jìn)行客戶流程和線框圖的設(shè)計(jì)。
You should also engage user research to line up tests of competitor implementations or ready testers to give input on what the team is planning on building.
你還應(yīng)該參與用戶研究，以進(jìn)行對(duì)競(jìng)爭(zhēng)對(duì)手實(shí)現(xiàn)的測(cè)試，或準(zhǔn)備測(cè)試人員，以便他們能夠?qū)F(tuán)隊(duì)計(jì)劃構(gòu)建的內(nèi)容提供反饋。
Finally you should be preparing the kickoff materials to show to the core team.
最后，你應(yīng)該準(zhǔn)備啟動(dòng)材料，以展示給核心團(tuán)隊(duì)。
These can include the data indicating why this work is worthwhile and high level user flows.
這些材料可以包括表明為什么這項(xiàng)工作是有價(jià)值的數(shù)據(jù)和高級(jí)用戶流程。
Within about two weeks from the start of the sprint, you should be working with design and dev to create whatever level of documentation is needed for your team.
在離快速?zèng)_刺迭代周期開(kāi)始還有大約兩周的時(shí)間時(shí)，你應(yīng)該與設(shè)計(jì)和開(kāi)發(fā)團(tuán)隊(duì)合作，創(chuàng)建團(tuán)隊(duì)所需的任何級(jí)別的文檔。
That may just be wireframes if you have a well-established style guide or your team may require much higher fidelity clickable prototypes.
這可能只需要簡(jiǎn)單的線框圖，如果你有一份完善的樣式指南，或者你的團(tuán)隊(duì)需要高保真的可點(diǎn)擊原型
At the same time you should be fleshing out the user story with more detail, including acceptance criteria so that these are ready for scoping and bidding.
同時(shí)，你應(yīng)該進(jìn)一步完善用戶故事，包括驗(yàn)收標(biāo)準(zhǔn)以便為其進(jìn)行限定和討論
During the sprint, product owners should attend daily standups and make themselves available daily at minimum over chat or phone for any questions that come up.
在快速?zèng)_刺迭代期間，產(chǎn)品負(fù)責(zé)人應(yīng)該參加每日站立會(huì)議，并至少保證電話暢通，以回答任何出現(xiàn)的問(wèn)題。
Along with testers, you will be expected to review all stories as they are completed to ensure that they meet the goals for the work and expected quality.
作為產(chǎn)品負(fù)責(zé)人應(yīng)該同測(cè)試人員一起，在所有故事完成后進(jìn)行審核，以確保它們符合工作目標(biāo)和預(yù)期的質(zhì)量要求。
This may be referred to as user acceptance testing or UAT, where you'll represent the user or customer. ?
這可能被稱(chēng)為用戶驗(yàn)收測(cè)試或UAT，你將代表用戶或客戶進(jìn)行測(cè)試。
As a result of QA testing and UAT, inevitably some bugs or other issues will be introduced within the work in the progress.
經(jīng)過(guò)QA測(cè)試和UAT，不可避免地會(huì)出現(xiàn)一些錯(cuò)誤或其他問(wèn)題。
Generally speaking you want to make sure that you don't ship with a new problem that you're not willing to live with for an extended period of time.
一般來(lái)說(shuō)，你要確保不要在發(fā)布時(shí)出現(xiàn)一個(gè)你不愿意長(zhǎng)期忍受的新問(wèn)題。
Regularly shipping with known bugs that need fixing just adds to technical debt and is unsustainable.
經(jīng)常性地發(fā)布帶有已知BUG的產(chǎn)品只會(huì)增加技術(shù)債務(wù)，并且是不可持續(xù)的。
Finally during and shortly after the release, you'll communicate with the extended team to provide release notes.
最后，在發(fā)布期間和發(fā)布后不久，你將與其它團(tuán)隊(duì)進(jìn)行溝通，提供發(fā)布說(shuō)明。
You should have been coordinating for several weeks now with sales, marketing and support to ensure that their teams are prepared.
在這幾周內(nèi)，你應(yīng)該一直與銷(xiāo)售、營(yíng)銷(xiāo)和支持團(tuán)隊(duì)進(jìn)行協(xié)調(diào)，以確保他們的團(tuán)隊(duì)做好了準(zhǔn)備工作。
You may be asked to do in-person training or otherwise contribute to the collateral they use.
你可能會(huì)對(duì)他們進(jìn)行現(xiàn)場(chǎng)培訓(xùn)或以其他方式為給他們提供支撐材料。
Often product managers author blog posts to announce larger releases.
通常，產(chǎn)品經(jīng)理會(huì)撰寫(xiě)博客文章來(lái)宣布較大的發(fā)布。
So there's a lot to do.
所以，有許多事情要做
Where this gets a bit daunting is when you consider that this timeline only represents one sprint.
考慮到這個(gè)時(shí)間表只代表一個(gè)快速?zèng)_刺迭代周期，這可能會(huì)生畏。
If you take the case of two week sprints, you have to work for three different sprints overlapping on this timeline.
如果以兩周為周期的快速?zèng)_刺迭代周期為例，你需要在這個(gè)時(shí)間表上同時(shí)處理三個(gè)不同的快速?zèng)_刺迭代周期。
Moreover some product managers are asked to support multiple sprint teams.
此外，一些產(chǎn)品經(jīng)理被要求支持多個(gè)快速?zèng)_刺迭代團(tuán)隊(duì)。
No doubt the build stage is where many product managers spend the majority of their time, particularly those with product owner or technical product manager titles.
毫無(wú)疑問(wèn)，對(duì)于許多產(chǎn)品經(jīng)理來(lái)說(shuō)，構(gòu)建階段是他們花費(fèi)大部分時(shí)間的階段，尤其是那些擔(dān)任產(chǎn)品負(fù)責(zé)人或技術(shù)產(chǎn)品經(jīng)理職位的人員。
To recap, you're responsible for the roadmap and backlog and the prioritized to user stories and acceptance criteria that populate the backlog.
回顧一下，作為產(chǎn)品經(jīng)理，你負(fù)責(zé)制定產(chǎn)品的路線圖、需求池、對(duì)用戶故事排優(yōu)先級(jí)和驗(yàn)收標(biāo)準(zhǔn)，這些內(nèi)容填充了待辦事項(xiàng)列表。
You also perform acceptance testing and ensure that the extended team has signed off on the work and is prepared for what is shipping.
你還執(zhí)行驗(yàn)收測(cè)試，并確保其它團(tuán)隊(duì)對(duì)工作進(jìn)行了確認(rèn)，并做好了準(zhǔn)備以發(fā)布產(chǎn)品。
Depending on whether your team is large enough to have adjacent positions, such as program managers, project managers and information architects.
根據(jù)你的團(tuán)隊(duì)規(guī)模是否足夠大，可能還會(huì)有一些關(guān)聯(lián)職位，如項(xiàng)目經(jīng)理、項(xiàng)目經(jīng)理和信息架構(gòu)師等。
You may need to fill in other functions on a sprint team that aren't typically the product owner role.
在一個(gè)快速?zèng)_刺迭代團(tuán)隊(duì)中，你可能需要承擔(dān)一些非產(chǎn)品負(fù)責(zé)人角色的職能
For example you may be expected to create user experience flows or wireframes.
例如，你可能需要負(fù)責(zé)用戶體驗(yàn)流程或線框圖。
Some product managers run usability studies on upcoming and recently released features.
一些產(chǎn)品經(jīng)理會(huì)對(duì)即將發(fā)布或最近發(fā)布的功能進(jìn)行可用性研究。
And while this role can be filled by program or project managers or dev leads, you may need to act as scrum master for the agile team as well.
雖然這個(gè)角色可以由項(xiàng)目經(jīng)理或開(kāi)發(fā)負(fù)責(zé)人來(lái)?yè)?dān)任，但你可能還需要充當(dāng)敏捷團(tuán)隊(duì)的Scrum Master。
The next step to discuss relates to customer engagement, acquiring and retaining customers.
接下來(lái)要討論的內(nèi)容有關(guān)用戶參與度，獲客和留存用戶。
Measure
The last section of the product development cycle is measure where we assess how our products are being received in the market.
產(chǎn)品開(kāi)發(fā)周期的最后一個(gè)階段是“評(píng)估”，在這個(gè)階段我們?cè)u(píng)估產(chǎn)品在市場(chǎng)上的接受程度。
We cover that topic next.
我們接下來(lái)談?wù)撨@一話題
In our model, like others representing the development cycle, measurement is shown as the final stage of a development loop before cycling back through planning.
在我們的模型中，就像其他代表開(kāi)發(fā)周期的模型一樣，評(píng)估是在在重新進(jìn)行規(guī)劃之前，開(kāi)發(fā)循環(huán)的最后一個(gè)階段。
However placing it at the end of the cycle is misleading.
當(dāng)然，把它放在循環(huán)的最后是有點(diǎn)誤導(dǎo)的。
Metrics are something that we're thinking about throughout the process and need to be designed and built into the product before it gets released.
指標(biāo)（Metrics）是我們?cè)谡麄€(gè)過(guò)程中考慮的內(nèi)容，需要在產(chǎn)品發(fā)布之前進(jìn)行設(shè)計(jì)和構(gòu)建。
By now pretty much all companies track basics such as web traffic and transactional data, registrations, orders, inventory and so forth.
到目前為止，幾乎所有公司都追蹤基本的數(shù)據(jù)，例如網(wǎng)站流量、交易數(shù)據(jù)、注冊(cè)用戶、訂單和庫(kù)存等等。
In software and web connected hardware, analytics are baked into the product itself, through event tracking where we can monitor data such as click paths and time on each page or experience.
在軟件和聯(lián)網(wǎng)的硬件中，分析功能已經(jīng)內(nèi)置到產(chǎn)品本身中，通過(guò)事件跟蹤，我們可以監(jiān)控諸如點(diǎn)擊路徑、每個(gè)頁(yè)面或體驗(yàn)的停留時(shí)間等數(shù)據(jù)。
Indeed with the internet of things or IoT, more and more devices from garage doors to vending machines are being shipped with self-reporting capability that opens up incredibly valuable data about product user and reliability.
確實(shí)，隨著物聯(lián)網(wǎng)（IoT）的發(fā)展，越來(lái)越多的設(shè)備，從車(chē)庫(kù)門(mén)到自動(dòng)售貨機(jī)，都配備了自我報(bào)告的功能，這為產(chǎn)品的使用和可靠性提供了極其有價(jià)值的數(shù)據(jù)。
As reporting is becoming ubiquitous, tools used to analyze data have become increasingly sophisticated.
隨著報(bào)告的普及，用于分析數(shù)據(jù)的工具變得越來(lái)越復(fù)雜。
Unless you have expertise here, it's wise to involve an analytics expert when designing your product analytics and the events that get captured for later analysis.
除非你在此領(lǐng)域擁有專(zhuān)業(yè)知識(shí)，否則在設(shè)計(jì)產(chǎn)品數(shù)據(jù)分析和后續(xù)分析所捕獲的事件時(shí)，最好請(qǐng)一位數(shù)據(jù)分析專(zhuān)家參與。
At Urbanspoon we had a data analyst who was an expert in Google analytics and at other companies i've led we've brought in consultants for a few weeks to design our analytics requirements.
在Urbanspoon，我們有一位專(zhuān)家精通Google Analytics的數(shù)據(jù)分析師。在我領(lǐng)導(dǎo)的其他公司，我們會(huì)請(qǐng)顧問(wèn)為我們?cè)O(shè)計(jì)幾周的分析需求。
In general you want to work backwards with analytics because it's easy to go overboard with reporting everything which could be a drag on performance and require excessive amounts of data from the customer.
總的來(lái)說(shuō)，在設(shè)計(jì)分析需求時(shí)，你要從后往前思考。因?yàn)樯蠄?bào)所有數(shù)據(jù)可能會(huì)對(duì)產(chǎn)品性能造成負(fù)面影響，并需要從客戶那里獲取過(guò)多的數(shù)據(jù)。
So focus on designing the dashboard that you and the extended team will regularly use and any exception alerts that will tell you when something is going wrong.
因此，重點(diǎn)是設(shè)計(jì)你和其它團(tuán)隊(duì)將定期使用的數(shù)據(jù)指示，以及任何異常警報(bào)，用于在出現(xiàn)問(wèn)題時(shí)提醒你。
You can derive a wealth of insights from your customer database, including where they are geographically, which segments are your heaviest users and what acquisition channels lead to more or less valuable customers.
你可以從客戶數(shù)據(jù)庫(kù)中獲得豐富的見(jiàn)解，包括他們的地理位置、哪些細(xì)分市場(chǎng)是你最重要的用戶，以及哪些獲客渠道可以帶來(lái)更有價(jià)值的客戶。
Ideally you want to set up your data such that you can easily cross tab between web data, product events and customer records.
理想情況下，你希望設(shè)置你的數(shù)據(jù)，以便可以輕松地在網(wǎng)站數(shù)據(jù)、產(chǎn)品事件和客戶記錄之間進(jìn)行交叉分析。
That way you can answer questions such as of people who added an item to their wish list in our mobile app, how many of them were existing registered customers we had seen on the website before versus new users.
這樣你就可以回答一些問(wèn)題，比如在我們的移動(dòng)應(yīng)用程序中將商品添加到愿望清單的用戶中，有多少是我們之前在網(wǎng)站上看到過(guò)的現(xiàn)有注冊(cè)用戶，而有多少是新用戶。
In addition to product and transactional analytics most software and web products can take advantage of AB or multivariate testing.
除了產(chǎn)品和交易分析之外，大多數(shù)軟件和網(wǎng)絡(luò)產(chǎn)品還可以利用AB測(cè)試或多元測(cè)試。
Live testing can validate hypotheses on improvements for acquisition, upsell, usability or retention.
實(shí)時(shí)測(cè)試可以驗(yàn)證對(duì)于獲客、升級(jí)、可用性或保留方面的改進(jìn)的假設(shè)。
The reason that you use AB testing as opposed to just releasing and watching what happens is that you want to control for any external variables that may be changing at the same time, such as marketing campaigns, seasonality or discount offers.
使用AB測(cè)試而不僅僅是發(fā)布和觀察結(jié)果的原因是你希望控制可能同時(shí)發(fā)生變化的事件，例如營(yíng)銷(xiāo)活動(dòng)、季節(jié)性或折扣優(yōu)惠。
Also for more significant changes such as a full site redesign, AB testing allows you to limit your downside risk by exposing the new design to a sub segment of your audience.
同樣，對(duì)于類(lèi)似全新設(shè)計(jì)這種重大變更，AB測(cè)試讓你可以通過(guò)將新設(shè)計(jì)只暴露給部分受眾，從而降低風(fēng)險(xiǎn)。
While this is most common with web enabled and SaaS products, some progress is being made with mobile apps to allow live testing.
雖然這在網(wǎng)頁(yè)和SaaS產(chǎn)品上最為常見(jiàn)，但在移動(dòng)應(yīng)用方面也已經(jīng)開(kāi)始應(yīng)用實(shí)時(shí)測(cè)試。
There are many best practices to correctly execute quantitative testing like this.
有許多優(yōu)秀的方法可以正確地執(zhí)行這樣的定量測(cè)試。
And those are worth further investigation if you are tasked with leading these efforts.
如果你負(fù)責(zé)領(lǐng)導(dǎo)這些工作，那么這些方法值得進(jìn)一步研究。
Finally product managers are often involved with reviewing and providing input to financial forecasts, such as budgets.
最后，產(chǎn)品經(jīng)理經(jīng)常參與審查并提供對(duì)財(cái)務(wù)預(yù)測(cè)（如預(yù)算）的意見(jiàn)。
The finance team will want to understand major product changes and new product introductions in order to forecast revenue and expense associated with them, including bandwidth and the cost of acquisition and support.
財(cái)務(wù)團(tuán)隊(duì)希望了解主要的產(chǎn)品變化和新產(chǎn)品的推出，以便預(yù)測(cè)與之相關(guān)的收入和支出，包括帶寬、獲客成本和支持成本等方面的費(fèi)用。
For all of these areas it's important for product managers to be self-sufficient with regards to accessing data.
對(duì)于所有這些領(lǐng)域，產(chǎn)品經(jīng)理在訪問(wèn)數(shù)據(jù)方面自給自足是非常重要的。
Try to be fluent with whatever analytics platform your company uses, for example Google analytics in order to answer your own questions about product adoption and use.
努力熟練掌握公司使用的任何分析平臺(tái)，例如 Google Analytics，以便能夠自己回答關(guān)于產(chǎn)品采用和使用情況的問(wèn)題。
If you have a sizeable customer database that you can access, consider learning SQL, ?so that you can create your own queries.
如果您可以訪問(wèn)到龐大的客戶數(shù)據(jù)庫(kù)，可以考慮學(xué)習(xí) SQL，以便能夠自己創(chuàng)建查詢語(yǔ)句。
You play an important role in communicating data to the broader team.
你在向整個(gè)團(tuán)隊(duì)傳達(dá)數(shù)據(jù)方面扮演著重要的角色。
Every product change that you make should be viewed as a hypothesis and the results prove or disprove that hypothesis.
每個(gè)產(chǎn)品變更都應(yīng)被視為一個(gè)假設(shè)，而結(jié)果則證明或證偽該假設(shè)。
Moreover product use and other customer data are critical inputs into the planning and prioritization process at the beginning of the product development cycle.
此外，產(chǎn)品使用和其他客戶數(shù)據(jù)是產(chǎn)品開(kāi)發(fā)規(guī)劃和優(yōu)先級(jí)確定過(guò)程中的重要參考信息。
Congratulations on completing the product development cycle.
恭喜你完成了產(chǎn)品開(kāi)發(fā)循環(huán)課程
Although we've reviewed most of the work of product managers, it's also important for you to realize how your role interfaces with other departments within your company.
雖然我們已經(jīng)討論了產(chǎn)品經(jīng)理的大部分工作，但你也需要意識(shí)到你的角色與公司內(nèi)其他部門(mén)的對(duì)接也是很重要的。
Before we do that however take a few minutes now to reflect on what we've covered so far.
在我們繼續(xù)之前，請(qǐng)花幾分鐘時(shí)間回顧一下我們到目前為止所涵蓋的內(nèi)容。
Review the product manager activities list and identify your top three strengths.
回顧產(chǎn)品經(jīng)理的工作清單，并且找出你自身的三個(gè)優(yōu)勢(shì)。
For each of these write down ideas for leveraging these strengths.
針對(duì)每個(gè)優(yōu)勢(shì)，寫(xiě)下如何利用這些優(yōu)勢(shì)的想法。
Perhaps you could teach others about this area or seek out a leadership role on a project focused here.
也許你可以在你熟悉的領(lǐng)域指導(dǎo)別人，或者在一個(gè)專(zhuān)注于這一領(lǐng)域的項(xiàng)目中尋求領(lǐng)導(dǎo)角色。
Also note your three development areas where you need to increase your knowledge or experience.
此外，寫(xiě)下你需要增加知識(shí)或經(jīng)驗(yàn)的三個(gè)待發(fā)展領(lǐng)域。
Brainstorm ideas for increasing your expertise including shadowing colleagues, taking a class or reading a book.
集思廣益，以增加你的專(zhuān)業(yè)知識(shí)，包括向同事學(xué)習(xí)、參加課程或閱讀書(shū)籍。
A day in the life of a PM
After the exercise we'll look at a day in the life of a product manager.
在完成這些練習(xí)后，我們將來(lái)看一下產(chǎn)品經(jīng)理一天的工作。
If you've never been a product manager before, you may be curious what an average day looks like.
如果你以前沒(méi)有擔(dān)任過(guò)產(chǎn)品經(jīng)理，你可能會(huì)好奇一個(gè)典型的工作日是什么樣的。
Given what we've covered so far, perhaps it's obvious that there is a great deal of variety in day-to-day product manager activities between companies and even while working on the same product.
考慮到我們到目前為止所討論的內(nèi)容，很明顯，產(chǎn)品經(jīng)理的日常活動(dòng)在不同的公司甚至在同一產(chǎn)品上都存在著很大的變化。
I found that i was most effective when i started an hour or two before the development team came in whether that be at home or in the office.
我發(fā)現(xiàn)，在開(kāi)發(fā)團(tuán)隊(duì)到來(lái)之前，提前一兩個(gè)小時(shí)開(kāi)始工作我能更有效地工作，不論是在家還是辦公室。
A typically day might start with getting current on industry news, checking in on key metrics and of course checking email and other communication channels, including messaging and your project tracking software.
一天通常會(huì)以了解行業(yè)新聞、檢查關(guān)鍵指標(biāo)以及查看電子郵件和其他通信渠道（包括即時(shí)消息和項(xiàng)目跟蹤軟件）為開(kāi)始。
You'll also want to take time earlier in the day to plan out what you want to accomplish for the day.
你還需要在一天的早些時(shí)候花時(shí)間規(guī)劃當(dāng)天要完成的任務(wù)。
Agile stand-ups often occur in the morning to minimize midday disruptions.
敏捷開(kāi)發(fā)的站立會(huì)議通常在早上進(jìn)行，以盡量減少工作期間的干擾。
In distributed teams in different time zones, stand-ups may be virtual with individuals checking in at the beginning of their workday.
在不同時(shí)區(qū)的遠(yuǎn)程分布的團(tuán)隊(duì)中，站立會(huì)議可能是虛擬的，成員在工作日開(kāi)始時(shí)進(jìn)行簽到。
The bulk of your day will be spent working across multiple product releases.
你的一天大部分時(shí)間將花在多個(gè)產(chǎn)品發(fā)布的工作中。
Most urgently you need to unblock the current sprint and make sure that other teams within the company are prepared for launch.
最緊急的任務(wù)是解決當(dāng)前迭代中的問(wèn)題，并確保公司內(nèi)的其他團(tuán)隊(duì)準(zhǔn)備好發(fā)布。
You need to track down answers to open questions and clarify objectives.
你需要追蹤答案，澄清目標(biāo)，并解決懸而未決的問(wèn)題。
You should also review and accept new stories as they are completed.
你還應(yīng)該審核以及接受完成了的新的用戶故事。
You also need to prepare for the next several sprints, including getting designs completed and getting extended team sign off on the team's plan.
你還需要為接下來(lái)的幾個(gè)迭代做準(zhǔn)備，包括完成設(shè)計(jì)工作，并確保計(jì)劃得到其它團(tuán)隊(duì)的認(rèn)可。
Looking backwards you should review results from the last several sprint release and review product analytics, customer feedback and AB testing results.
回顧過(guò)去，你應(yīng)該審查最近幾個(gè)迭代發(fā)布的結(jié)果，并查看產(chǎn)品分析、客戶反饋和AB測(cè)試結(jié)果。
You will find that there are features that are not meeting expectations and it's not worth it to do further work to try to optimize them.
你會(huì)發(fā)現(xiàn)有些功能并未達(dá)到預(yù)期效果，并且不值得進(jìn)一步優(yōu)化它們。
In those cases removing features is often the best plan.
在這種情況下，移除最好的計(jì)劃是移除這些功能
Leaving underutilized features adds to product complexity, from both a user perspective and a development overhead perspective and they will slow you down in the future.
留下未充分利用的功能會(huì)增加產(chǎn)品的復(fù)雜性，無(wú)論是從用戶角度還是開(kāi)發(fā)負(fù)擔(dān)的角度，它們都會(huì)拖慢你的步伐。
Additionally you'll need to support released products and features with respect to sales and marketing.
此外，你還需要支持銷(xiāo)售和營(yíng)銷(xiāo)，關(guān)于已發(fā)布的產(chǎn)品和功能。
Finally you have medium to long-term planning and research, unfortunately this often gets deprioritized given the perceived urgency of the near-term work.
最后，您還需要進(jìn)行中長(zhǎng)期規(guī)劃和研究，不過(guò)很遺憾，由于近期工作的緊迫性，這往往會(huì)被放在次要位置。
Indeed a 2015 survey of product managers indicated that 56 percent of PMs said that they focused too much on development in QA and not enough on the other phases of the product life cycle.
事實(shí)上，根據(jù)2015年對(duì)產(chǎn)品經(jīng)理進(jìn)行的一項(xiàng)調(diào)查，56%的產(chǎn)品經(jīng)理表示他們過(guò)多關(guān)注開(kāi)發(fā)和質(zhì)量保證階段，而對(duì)產(chǎn)品生命周期的其他階段關(guān)注不夠。
But as we discussed in planning and validation at the beginning of this course, these phases are key to avoid wasted effort.
正如我們?cè)谡n程開(kāi)始時(shí)討論的規(guī)劃和驗(yàn)證階段，這些階段對(duì)于避免浪費(fèi)精力至關(guān)重要。
This is when you building forecasts, iterating on your business model canvas and conducting market research and experiments.
在這個(gè)階段，你需要建立預(yù)測(cè)模型、對(duì)商業(yè)模式畫(huà)布進(jìn)行迭代，并進(jìn)行市場(chǎng)研究和實(shí)驗(yàn)。
You probably won't address all four of there release phases everyday, but certainly over the course of a week, you should be spending time on each of them.
你可能不會(huì)每天都處理這四個(gè)發(fā)布階段中的所有內(nèi)容，但在一周的時(shí)間內(nèi)，你應(yīng)該在每個(gè)階段上都花費(fèi)一些時(shí)間。
The next step in an exercise to reflect on how you spend time.
下一步是反思你如何分配時(shí)間的練習(xí)。
Write down what percentage of time you want to spend on each of the four release horizons that we just discussed.
請(qǐng)寫(xiě)下你希望在四個(gè)發(fā)布階段中每個(gè)階段分配的時(shí)間百分比。
Then make a record during a typical week of how you actually spent your time and add up the time for the week.
然后在一個(gè)典型的工作周中記錄下你實(shí)際花費(fèi)時(shí)間的情況，并將一周的時(shí)間總和計(jì)算出來(lái)。
Compare your ideal versus your actual time spent and note step that you can take to reconcile these if they're significantly out of balance.
比較你理想的時(shí)間分配與實(shí)際的時(shí)間分配，如果兩者差異顯著，思考你可以采取的協(xié)調(diào)措施。
For example, you could block time each week for longer term thinking or lead a team training session about your market.
例如，你可以每周安排一段時(shí)間進(jìn)行長(zhǎng)期思考，或者主持一個(gè)團(tuán)隊(duì)培訓(xùn)會(huì)議，討論有關(guān)市場(chǎng)的內(nèi)容。
