Product teams

Next we're going to look at a different perspective on product management through the eyes of the extended team members with whom you work.

接下來，我們將從你合作的團(tuán)隊成員的角度來看產(chǎn)品管理，探討不同的觀點。

We're going to switch gears now and look at the product manager role based on how they interact with adjacent teams.

現(xiàn)在我們要切換視角，從產(chǎn)品經(jīng)理與相關(guān)團(tuán)隊的溝通上來看產(chǎn)品經(jīng)理的角色。

One common definition of product management focuses on the intersection between engineering, design and sales and marketing or more broadly, the business.

產(chǎn)品管理的一個常見定義側(cè)重于工程、設(shè)計以及銷售和市場營銷之間的交叉點，或者更廣泛地說，側(cè)重于商業(yè)領(lǐng)域。

In this model the PM is the hub between these functions in ensuring that products meet customer requirements.

在這個模型中，產(chǎn)品經(jīng)理是這些職能之間的樞紐，確保產(chǎn)品符合客戶需求。

The technical product manager TPM or agile product owner roles tend to be more internally focused on the build phase of the development process.

技術(shù)產(chǎn)品經(jīng)理（TPM）或敏捷產(chǎn)品負(fù)責(zé)人的角色更傾向于聚焦開發(fā)過程中的構(gòu)建階段。

In agile the product owner owns the product vision and priorities and represents the extended team in prioritizing work.

在敏捷開發(fā)中，產(chǎn)品負(fù)責(zé)人負(fù)責(zé)產(chǎn)品愿景和優(yōu)先事項，并代表其它團(tuán)隊在工作優(yōu)先級上進(jìn)行排序。

But agile methodology doesn't go into particular detail around how or when that collaboration with the market or extended team happens.

但敏捷方法論并沒有詳細(xì)說明與市場或其它團(tuán)隊的協(xié)作如何進(jìn)行以及何時進(jìn)行。

This make sense when you consider that the agile manifesto was written by a group of engineers.

考慮到敏捷開發(fā)準(zhǔn)則是由一群工程師編寫的，這一點是有道理的。

So the product owner role is defined from the perspective of what engineering needs. The product owner role is really a subset of product management.

因此，產(chǎn)品負(fù)責(zé)人角色是從工程需求的角度來定義的。產(chǎn)品負(fù)責(zé)人角色實際上是產(chǎn)品管理的一個子集。

Both this model and even the previous venn diagram, under emphasize the importance of planning and interacting with the extended team.

無論是這個模型，還是之前的圖表，都沒有充分強(qiáng)調(diào)規(guī)劃和與擴(kuò)展團(tuán)隊互動的重要性。

That said regardless of your title, you'll likely have a boarder set of extended team interactions, including with executives and operations teams.

話雖如此，無論你的職位是什么，你很可能需要與更廣泛的擴(kuò)展團(tuán)隊進(jìn)行互動，包括與高管和運(yùn)營團(tuán)隊的交流。

Placing the product manager role at the center reflects two important aspects of your job.

將產(chǎn)品經(jīng)理角色置于中心位置反映了你的工作中的兩個重要方面。

First you act as the communication center to inspire and keep all adjacent teams in the loop and working toward shared goals.

首先，你作為溝通中心，激勵并確保所有相關(guān)團(tuán)隊保持聯(lián)系，并朝著共同的目標(biāo)努力。

All of these groups will want you to communicate the vision and product roadmap.

所有這些團(tuán)隊都希望你傳達(dá)愿景和產(chǎn)品路線圖。

Additionally you play a key role as a connector between these functions.

此外，你扮演著關(guān)鍵角色，作為各個不同職能之間的連接點

Anticipating when various groups should be talking with one another and determining what pieces of information each team needs to do their jobs effectively.

你需要預(yù)期各個團(tuán)隊?wèi)?yīng)該何時進(jìn)行交流，并確定每個團(tuán)隊為了有效完成工作所需要的信息。

Secondly you act as the representative for any of these teams who are not in the room in various meetings.

其次，你充當(dāng)那些在各種會議中不在場的團(tuán)隊的代表。

You ensure that their desires and objections are heard and you follow up with them to communicate relevant decisions and action items.

你確保他們的愿望和反對意見被聽到，并與他們進(jìn)行交接，以傳達(dá)相關(guān)的決策和行動事項。

We'll take a brief look at each of these major functions what them expect form Pms and tips for building stronger working relationships.

我們將簡要介紹每個主要職能，并了解他們對產(chǎn)品經(jīng)理的期望以及如何建立更好的工作關(guān)系的技巧。

Executives and other strategy roles

First we'll talk about working with executives and other strategy roles, corporate development and business development.

首先，我們將討論與高管和其他戰(zhàn)略職能、企業(yè)發(fā)展和業(yè)務(wù)發(fā)展部門的合作。

Being an executive and having previously started out as a product manager, i can tell you that execs are often the most difficult stakeholders to work with.

作為一名高管，我曾經(jīng)從產(chǎn)品經(jīng)理起步，我可以告訴你，高管往往是最難以合作的利益相關(guān)者之一。

Executive spend much of their time outside of the office and their interactions with investors, industry analysts and partners drive a strong sense of urgency.

高管們大部分時間都在辦公室之外度過，他們與投資者、行業(yè)分析師和合作伙伴的聯(lián)系會帶來強(qiáng)烈的緊迫感。

Given their external pressures and desire to maximize the value of investments including their team.

考慮到他們面臨的外部壓力以及希望最大化投資價值（包括團(tuán)隊），這一點是可以理解的。

This often translates into impatience in the product cycle.

這在產(chǎn)品循環(huán)中通常會表現(xiàn)為缺乏耐心。

As soon as you talk about a new feature or capability being built, the exec assumes it's done and wants to know or worse suggest the next big thing.

一旦你談?wù)摰秸跇?gòu)建的新功能或能力，高管就會認(rèn)為它已經(jīng)完成，并希望了解甚至更糟糕地提出下一個重要事項。

So managing upwards is a key skill for product managers in order to protect your team and maintain focus.

所以對于產(chǎn)品經(jīng)理而言，向上管理是保護(hù)你的團(tuán)隊何維持專注的重要能力。

Executives look to product managers to provide regular updates on project status, including at times, designs.

高管們期望產(chǎn)品經(jīng)理能夠定期提供最新的項目進(jìn)展情況，包括有時候會涉及設(shè)計方面的內(nèi)容。

Clear communication about an opportunity to provide input into the product roadmap.

清晰地傳達(dá)對產(chǎn)品路線圖提供意見的機(jī)會。

Market updates on competitors, new acquisition opportunities and so forth.

提供關(guān)于競爭對手、新的收購機(jī)會等最新市場信息。

And reporting on product KPIs and recent releases and trends toward your goals.

報告產(chǎn)品關(guān)鍵績效指標(biāo)（KPI）以及最近發(fā)布的產(chǎn)品和產(chǎn)品目標(biāo)趨勢。

Paul Jackson a London based product manager recommends the following for executive updates.

倫敦的產(chǎn)品經(jīng)理 Paul Jackson 就與高管進(jìn)行更新匯報，提出了以下建議：

First create a standard template for your updates that focuses on your long-term, annual or six month goals and map your recent activities to this.

首先，為你的更新創(chuàng)建一個標(biāo)準(zhǔn)模板，著重關(guān)注你的長期目標(biāo)、年度目標(biāo)或半年目標(biāo)，并將最近的活動與之對應(yīng)。

Here's a basic template to do that and it's available as a download with this course.

以下是一個基本的模板，可幫助你完成這個任務(wù)，并且可以通過這門課程進(jìn)行下載。

Secondly, avoid surprising executives with negative news in person in a meeting.

其次，避免在會議中以當(dāng)面的方式向高管傳遞負(fù)面消息。

This is a good rule of thumb when working with many groups but particularly so for executives.

這是一個在與許多團(tuán)隊合作時都可以遵循的好原則，對于高管來說更是如此。

Instead make sure that warnings are being channeled during one-on-one with that individual prior to a group setting.

相反，在小組會議之前，與高管進(jìn)行一對一的交流來傳達(dá)一些負(fù)面信息。

Over communicate when there's a crisis.

在危機(jī)時期進(jìn)行過度溝通是很重要的。

For example a very buggy release or a massive customer who's about to cancel.

例如，當(dāng)發(fā)布的產(chǎn)品出現(xiàn)嚴(yán)重BUG或重要客戶想要取消交易時。

Send updates every one to two days with status and actions that you and the team are taking.

每一到兩天發(fā)送狀態(tài)更新信息，包括團(tuán)隊狀態(tài)和正在進(jìn)行的行動。

I would add that you should liberally share successes and praise others.

我認(rèn)為還應(yīng)該大方地慶祝成功并贊揚(yáng)他人。

Executives can support you by reinforcing outstanding efforts and results from individuals and groups with whom you work.

高管可以通過夸獎與你合作的個人和團(tuán)隊的杰出努力和成果來支持你。

So every once in a while ask them to send a quick email recognizing an individual or team for their efforts.

因此，偶爾請他們發(fā)送一封簡潔的電子郵件，認(rèn)可個人或團(tuán)隊的努力。

More often than not they're happy to do so and appreciate the reminder.

往往他們樂于這樣做，并感謝你提醒他們。

We coverd the key deliverables and relationship for business development and corporate development earlier in the course in the validation section.

我們在課程前面的驗證部分已經(jīng)介紹了業(yè)務(wù)發(fā)展和企業(yè)發(fā)展的主要交付物和關(guān)系。

Some key tips to working with these teams and adjacent teams, such as sourcing, include being very clear about your requirements and priorities with respect to third-party deals, so that they can focus on the most important points and know what can be traded off.

與這些團(tuán)隊和相鄰團(tuán)隊（如采購團(tuán)隊）合作的一些建議包括清楚地闡明與第三方交易相關(guān)的要求和優(yōu)先級，以便他們能夠?qū)Ｗ⒂谧钪匾氖马棽⒅揽梢宰龀瞿男┳尣健?/span>

As we discussed earlier provide alternative partners, so that there group have negotiation leverage and can credibly argue a walk-away point.

正如我們之前討論過的，備選合作伙伴是很重要的，這樣采購團(tuán)隊就有了談判籌碼，并能夠可信地提出退購的觀點。

If you need to utilize third-party products or services, make sure to leave them sufficient time to negotiate an close a deal.

如果你需要使用第三方產(chǎn)品或服務(wù)，確保給采購足夠的時間來談判和完成交易。

Custom deals typically take months to complete and you will be competing for business development sourcing and legal resources with other teams who need agreements.

定制交易通常需要幾個月的時間才能完成，并且你將與其他需要協(xié)議的團(tuán)隊競爭業(yè)務(wù)開發(fā)、采購和法律資源。

So give them enough notice to do their jobs well.

因此，給他們足夠的時間來做好工作是很重要的。

Design & User Experience

Next up we'll talk about working with user experience and design.

接下來我們會討論與用戶體驗和設(shè)計一起工作。

When many people think of design they think of sketching and creative layouts, contrast, and color choices, primarily visual design.

當(dāng)很多人談到設(shè)計時，他們會想到草圖、創(chuàng)意布局、對比和顏色選擇，主要是視覺設(shè)計。

In fact product design requires quite a bit more.

事實上，產(chǎn)品設(shè)計涉及更多的因素。

Dan Olsen author of the Lean Product Playbook describes what he refers to as the UX design iceberg.

《Lean Product Playbook》的作者 Dan Olsen描述了他稱之為用戶體驗設(shè)計冰的山模型。

Most people see and react to visual design but below the surface there are several critical components that go into effective user experiences.

大多數(shù)人看到并對視覺設(shè)計作出反應(yīng)，但在表面下有幾個關(guān)鍵組成部分構(gòu)成了重要的用戶體驗。

Conceptual design is the foundational framework or skeleton around which a product is designed.

概念設(shè)計是產(chǎn)品設(shè)計的基礎(chǔ)框架或骨架，圍繞這個骨架來設(shè)計產(chǎn)品。

Dan uses the example of Uber where the core design concept is focused around maps.

Dan以Uber為例，其核心設(shè)計概念圍繞地圖展開。

Most of your interactions both before and during your ride revolve around a map and the real-time data on it.

在乘車之前和乘車過程中，大部分的互動都圍繞著地圖和上面的實時數(shù)據(jù)展開。

Even their email receipt prominently features a map of your trip.

甚至他們的電子郵件收據(jù)上也突出顯示了你的行程地圖。

You've likely seen another popular design concept, Cards.

你可能已經(jīng)見過另一個流行的設(shè)計概念，即卡片設(shè)計。

Pinterest and Google now are examples of card focused conceptual designs.

Pinterest和Google現(xiàn)在均是以卡片為概念設(shè)計的重點。

Information architecture is how your product is structured where information and functionality reside from a hierarchy perspective.

信息架構(gòu)指的是產(chǎn)品從層次結(jié)構(gòu)的角度來看，信息和功能的組織方式和所在位置。

You can think about this like a table of contents or sitemap.

你可以將這個概念類比為目錄或網(wǎng)站地圖。

Most digital product rely on some form of menu or navigation.

大多數(shù)數(shù)字產(chǎn)品都依賴某種形式的菜單或?qū)Ш健?/span>

And good design requires intuitive collections of features or capabilities with the appropriate labeling that allows for discoverability.

良好的設(shè)計要求功能或能力的集合具有直觀的特點，并配備適當(dāng)?shù)臉?biāo)簽，以便可被用戶發(fā)現(xiàn)。

Interaction design is how your customers interact with your product including layout and input required.

交互設(shè)計涉及到客戶如何與產(chǎn)品進(jìn)行交互，包括布局和所需輸入等方面。

Interaction design specifies user flows what options are available on any given screen and what results from taking each of those options including error states.

交互設(shè)計確定用戶流程，包括在任何給定屏幕上可用的選項以及選擇每個選項可能產(chǎn)生的結(jié)果，包括錯誤狀態(tài)。

Good interaction design encourages the customer to progress toward a single primary action on any given screen and gives real-time feedback and encouragement as customers are progressing.

良好的交互設(shè)計鼓勵客戶在任何給定屏幕上沿著單一的主要操作前進(jìn)，并在客戶進(jìn)行操作時提供實時反饋和鼓勵。

These user flows or flow charts are particularly helpful for designing automated QA tests to ensure that the product is working as expected.

這些用戶流程或流程圖對于設(shè)計自動化質(zhì)量保證（QA）測試非常有幫助，以確保產(chǎn)品按預(yù)期運(yùn)行。

Wireframes or rough layouts of options on the interface lie somewhere in between interaction design and visual design.

線框圖或界面上選項的初步布局介于交互設(shè)計和視覺設(shè)計之間。

Whether there are buttons for back, continue or cancel for example is an interaction design question.

例如，是否有返回、繼續(xù)或取消按鈕是一個交互設(shè)計的問題。

How prominent those buttons are and what they look like in terms of colors and typeface are a question of visual design.

這些按鈕的顯眼程度以及它們在顏色和字體上的樣式，這些是視覺設(shè)計的問題。

Many larger UX design team have separate roles for interaction designers and graphic or visual designers.

許多較大的用戶體驗（UX）設(shè)計團(tuán)隊，會將團(tuán)隊拆分為交互設(shè)計師和平面或視覺設(shè)計師。

Smaller teams typically are comprised of generalists who cover all of these disciplines.

較小的團(tuán)隊通常由涵蓋所有這些領(lǐng)域的通才組成。

I've included a link to Dan's book in our resources and i highly recommend it to learn about lean product management.

我在我們的資源中提供了 Dan 的書的鏈接，并強(qiáng)烈推薦你閱讀，以了解精益產(chǎn)品管理。

If you're lucky enough to have a dedicated UX researcher, they can help you with customer and competitive research that validates or disproves all of the layers of the UX design iceberg.

如果你幸地?fù)碛幸晃粚Ｂ毜挠脩趔w驗研究員，他們可以幫助你進(jìn)行客戶和競爭對手研究，以驗證或證偽用戶體驗設(shè)計的各個層面。

For example they can lead jobs to be done and other forms of generative research to inform long-term product planning and conceptual design.

例如，他們可以引領(lǐng)“要完成的工作”和其他形式的生成性研究，以為長期產(chǎn)品規(guī)劃和概念設(shè)計提供信息。

They can also set up usability tests for features currently under development or that recently released.

他們還可以為目前正在開發(fā)或最近發(fā)布的功能設(shè)置可用性測試。

My advice for product managers working with the design team is.

我對與設(shè)計團(tuán)隊合作的產(chǎn)品經(jīng)理的建議是：

First recognize that you're not the designer, even if you have design training you should give them autonomy to do their jobs and trust their work.

首先要認(rèn)識到你并不是設(shè)計師，即使你經(jīng)受過專業(yè)設(shè)計訓(xùn)練，也應(yīng)該給予他們自主權(quán)，相信他們的工作。

That said it's a good idea for PMs to learn about what constitutes good design including basic concepts like alignment, contrast and repetition.

話雖如此，對于產(chǎn)品經(jīng)理來說，了解良好設(shè)計的構(gòu)成要素是必要的，包括基本概念如對齊、對比和重復(fù)。

Provide data to the design team to inform their designs and work with them to ensure that target segments and personas are clear, so that they can focus their work.

向設(shè)計團(tuán)隊提供數(shù)據(jù)以指導(dǎo)他們的設(shè)計，并與他們合作確保目標(biāo)用戶群和用戶畫像清晰明確，以便他們能夠?qū)Ｗ⒂诠ぷ鳌?/span>

Clarify priorities for design and research backlogs, involve this team as early as possible to give them time to develop and tests concepts before engineering needs to start building.

明確設(shè)計和研究的優(yōu)先級，并盡早地讓設(shè)計團(tuán)隊參與進(jìn)來，以便他們有足夠的時間在工程團(tuán)隊開始構(gòu)建之前開發(fā)和測試概念。

Support their efforts to reinforce consistency and adherence to a style guide.

支持他們的努力，加強(qiáng)一致性并遵守樣式指南。

It's very tempting to allow one-off designs in an effort to get something out the door quickly but in the long run your product will become increasingly ugly and usable if you do this.

為了迅速推出產(chǎn)品，很容易允許臨時設(shè)計的出現(xiàn)。但從長遠(yuǎn)來看，如果這樣做，你的產(chǎn)品將變得越來越丑陋和難以使用。

Participate first-hand with interviews, usability and other in-person customer research and encourage others to do so as well.

親自參與采訪、可用性測試和其他與客戶的面對面研究，并鼓勵其他人也這樣做。

Provide positive feedback, it's unfortunately common for design reviews to become complaint sessions.

提供積極的反饋，不幸的是，設(shè)計評審?fù)兂杀г沟膱龊稀?/span>

Try to spend as much time talking about what you appreciate as you do providing any criticism.

盡量花更多的時間談?wù)撃阈蕾p的方面，至少與提供批評的時間相當(dāng)。

Engineering

In the next section we'll talk about best practices for working with the engineering team.

下一部分我們會討論與工程師團(tuán)隊共事的最佳方法。

Many product managers spend the majority of their time with engineering including development, test, technical and develops and program or project management.

許多產(chǎn)品經(jīng)理在工作中大部分時間都與研發(fā)相關(guān)，包括開發(fā)、測試、技術(shù)和開發(fā)以及項目管理。

Particularly in agile environments, it's likely that you'll be interacting with engineering daily.

特別是在敏捷開發(fā)環(huán)境中，你很可能每天都要與工程師團(tuán)隊接觸。

Ken Norton from google ventures wrote an excellent blog post on how to work with software engineers.

來自谷歌 Ventures的Ken Norton在博客中詳細(xì)介紹了如何與軟件工程師合作。

My advice on how to build relationships with the engineering team aligns closely with his.

我的建議與他關(guān)于如何與工程團(tuán)隊建立良好關(guān)系的觀點非常一致。

First, don't over commit the team, you will be interacting with executives, customers and sales and marketing.

首先，不要讓開發(fā)團(tuán)隊承擔(dān)過多的任務(wù)。你會與高管、客戶、銷售和市場團(tuán)隊進(jìn)行互動。

When you talk about dates with these groups they quickly become commitments and the engineering and test team often take the brunt of the pain when projects fall behind schedule.

當(dāng)你與這些團(tuán)隊討論日期時，它們很快就變成了承諾，而當(dāng)項目進(jìn)度落后時，工程和測試團(tuán)隊往往會承受大部分痛苦。

Trust your engineers estimates, make sure that they sign off on any road map dates shared.

相信工程師的估算，確保他們對所有的路線圖日期都簽署確認(rèn)。

And occasionally let the team surprise and delight customers and stakeholders by over delivering.

偶爾讓團(tuán)隊通過超額交付來令客戶和利益相關(guān)者驚喜和滿意。

Avoid being overly prescriptive in your user stories or requirements.

在用戶故事或需求上避免過于詳細(xì)的規(guī)定。

PMs should own the what and the why, not the how and the when.

產(chǎn)品經(jīng)理應(yīng)該擁有“是什么”和“為什么”，而不是“如何”和“何時”。

Involve dev and test early in the process and share data, customer insights and other relevant context, so that engineering can contribute to the solution definition.

在早期階段就讓開發(fā)和測試團(tuán)隊參與進(jìn)來，并分享數(shù)據(jù)、客戶洞察和其他相關(guān)背景，以便工程團(tuán)隊能夠為解決方案的定義做出貢獻(xiàn)。

Developers don't want to be mindless coders, executing other people's concepts.

開發(fā)人員不想成為毫無思考能力的編碼機(jī)器，只是執(zhí)行他人的概念。

Be transparent about why you've made various backlog prioritization decisions, particularly if a story or epic is contentious.

對于你做出的各種待辦事項優(yōu)先級決策，特別是如果某個故事或Epic引起爭議，要保持透明度，并解釋為什么做出這樣的決定。

Make sure that your team is clear on the vision and how their work aligns to it.

確保團(tuán)隊清楚產(chǎn)品的愿景以及他們的工作如何與之保持一致。

Share customer and stakeholder feedback with the team.

與團(tuán)隊分享客戶和利益相關(guān)者的反饋。

Chances are that they aren't monitoring app store reviews or the feedback queue and customer success.

開發(fā)團(tuán)隊很可能沒有關(guān)注應(yīng)用商店的評價、反饋和客戶成功方面的情況。

You have exposure to feedback that can inspire them and help them build customer empathy.

你可以獲取反饋信息，這些信息可以激發(fā)他們的靈感，幫助他們建立與客戶的共情能力。

Recognize that some work is unpleasant whether that be bug work or code that is boring and doesn't offer learning opportunities.

要認(rèn)識到一些工作可能是不愉快的，無論是修復(fù)BUG的工作還是開發(fā)沒有學(xué)習(xí)意義的乏味代碼。

Collaborate with the head of engineering to make sure that developers don't get stuck for too long, doing work that they don't enjoy.

與開發(fā)部門的負(fù)責(zé)人溝通，確保開發(fā)人員不會陷入長時間做他們不喜歡的工作的境地。

Last but not least, do whatever you can to help your team be productive.

最后但同樣重要的是，盡一切可能幫助團(tuán)隊提高生產(chǎn)力。

Products can ship without product managers but they can't ship without the people building them.

產(chǎn)品可以在沒有產(chǎn)品經(jīng)理的情況下發(fā)布，但沒有開發(fā)人員，產(chǎn)品將無法發(fā)布。

Chase down details and open items so that engineers don't have to.

追蹤細(xì)節(jié)和未完成事項，以減輕工程師的負(fù)擔(dān)。

Make sure that you're caught up with testing and approving stories to reduce work in progress.

確保你跟上了測試和批準(zhǔn)故事的進(jìn)度，以減少進(jìn)行中的工作量。

Move meetings to the beginning or end of the day or better yet eliminate them when possible so that the team can focus.

盡量將會議安排在一天的開始或結(jié)束，或者在可能的情況下盡量減少會議，以便團(tuán)隊能夠集中精力。

Depending on your team structure you may work with program managers or project managers that frequently report into engineering.

根據(jù)你的團(tuán)隊結(jié)構(gòu)，你可能會與經(jīng)常向工程部門匯報的程序管理經(jīng)理和項目經(jīng)理一起工作。

Like product managements these role definitions may vary considerably at different companies.

就像產(chǎn)品管理一樣，這些角色的定義在不同公司之間可能會有很大的差異。

At times both roles are described as managing scope, schedule and risk.

有時候這兩個角色都被描述為管理范圍、進(jìn)度和風(fēng)險。

Generally speaking program managers tend to be more technical than either product or project managers.

一般來說，程序管理經(jīng)理通常在技術(shù)方面比產(chǎn)品經(jīng)理和項目經(jīng)理更為專業(yè)。

On our team at Amazon for example, program managers were required to have at least a software development engineer level 1 proficiency.

例如，在我們的亞馬遜團(tuán)隊中，要求程序管理經(jīng)理至少具備軟件開發(fā)工程師 1 級的能力水平。

Program managers frequently play the role of scrum master on an agile team.

在敏捷團(tuán)隊中，程序管理經(jīng)理常兼任Scrum Master的角色。

Leading most team meetings the daily stand-up and ensuring follow-up communication from these.

他們主持大多數(shù)團(tuán)隊會議，包括每日站立會議， 。

Program managers also may document larger systems's work for epics or collections of stories in the form of technical or functional specs or architecture documentation.

程序管理經(jīng)理還可以為epics或故事集的大型系統(tǒng)工作提供文檔支持，以技術(shù)或功能規(guī)范或架構(gòu)文檔的形式。

On some teams program managers play a key role in assigning people to work on various sprint teams or on particular stories and noting interdependencies between teams.

在一些團(tuán)隊中，程序管理經(jīng)理要分配人員參與不同的迭代團(tuán)隊或特定故事，并要注意團(tuán)隊之間的相互依賴性。

This may be determined by the dev leads or head of engineering instead.

當(dāng)然這也可能由開發(fā)負(fù)責(zé)人或工程部門負(fù)責(zé)人來確定。

Program managers often act as the liaison with external technology partners.

程序管理經(jīng)理通常充當(dāng)與外部技術(shù)合作伙伴的聯(lián)系人。

They can research API, documentation and requirements for example.

他們可以研究 API、文檔和需求等內(nèi)容。

Additionally they may be tasked with creating technical documentation for customers or partners who are integrating your technology.

此外，他們可能負(fù)責(zé)為正在集成你的技術(shù)的客戶或合作伙伴創(chuàng)建技術(shù)文檔。

Program managers may act as product managers for more technical teams, such as those working on an API where the developer is their customer or for internal tools or infrastructure projects.

程序管理經(jīng)理可能會充當(dāng)更看重技術(shù)的團(tuán)隊的產(chǎn)品經(jīng)理，例如負(fù)責(zé) API 相關(guān)的團(tuán)隊，產(chǎn)品用戶是開發(fā)人員，或者負(fù)責(zé)內(nèi)部工具或基礎(chǔ)設(shè)施項目。

Project managers on the other hand tend to be focused on project delivery and typically are focused on larger cross-functional projects and bigger releases.

另一方面，項目經(jīng)理往往專注于項目的交付，通常專注于較大的跨職能項目和重大發(fā)布。

They are typically responsible for managing the schedule and coordination of key milestones.

他們通常負(fù)責(zé)管理項目的進(jìn)度和關(guān)鍵里程碑的協(xié)調(diào)工作。

They often keep track of decisions and follow-up items from stand-ups, meetings and other communication channels.

他們經(jīng)常通過每日站會、會議和其他溝通渠道跟蹤決策和后續(xù)事項。

Project managers take point on communicating project status.

項目經(jīng)理負(fù)責(zé)傳達(dá)項目的狀態(tài)。

They will coordinate with finance to ensure that the budget is being tracked and adhere to.

他們會與財務(wù)部門協(xié)調(diào)，確保預(yù)算沒有超額。

And to the extent that your company requires change control.

如果你的公司需要控制變更，他們也會負(fù)責(zé)協(xié)調(diào)相關(guān)工作。

Project managers lead that process.

項目經(jīng)理引導(dǎo)這一過程

Both program and project managers hold a strong interest in improving product development efficiency and optimizing the development and release process.

程序管理經(jīng)理和項目經(jīng)理都對提高產(chǎn)品開發(fā)效率和優(yōu)化開發(fā)和發(fā)布流程充滿興趣。

Given how much these roles and that of product management vary from company to company and even between departments.

考慮到這些角色以及產(chǎn)品管理角色在公司之間甚至在部門之間的差異如此之大。

It's a good idea to clarify with your manger and with the individuals in those positions so that people agree on ownership.

最好與你的上司以及那些擔(dān)任這些職位的人進(jìn)行確認(rèn)，以便對職責(zé)達(dá)成共識

Sales & Marketing

A fourth PM role that intersects quite a bit with product management is product marketing.

第四個與產(chǎn)品管理有很多交集的角色是產(chǎn)品營銷（運(yùn)營）。

We'll discuss this and other roles in the sales and marketing section up next.

接下來，我們將討論銷售和營銷部門中的各個角色。

Your sales and marketing team are the engine of growth for your products and are central to your customers overall experience with your product.

銷售和營銷團(tuán)隊是產(chǎn)品增長的引擎，對客戶對產(chǎn)品的整體體驗至關(guān)重要。

If your organization includes a product marketing function, you will likely spend less time directly interacting with the sales and marketing team.

如果你的組織中包括產(chǎn)品營銷職能部門，你直接與銷售和營銷團(tuán)隊接觸的時間可能會較少。

Although functions vary by company, product marketers are typically responsible for messaging, packaging, launch planning, pricing and sales channel and marketing support, such as training and the development of collateral and participation in trade shows and events.

盡管各公司的職能有所不同，但產(chǎn)品營銷人員通常負(fù)責(zé)消息傳遞、產(chǎn)品包裝、發(fā)布計劃、定價以及銷售渠道和市場支持，如培訓(xùn)、宣傳品的開發(fā)以及參與展覽會和活動。

They will also work with you and the UX team to conduct market research, including competitive research and testing positioning with current and prospective customers.

他們還將與你和用戶體驗團(tuán)隊合作進(jìn)行市場調(diào)研，包括競爭對手研究以及測試現(xiàn)有和潛在客戶的定位。

In the absence of product marketing, product managers support the sales channel by providing training, product positioning and collateral, including data sheets and competitive comparisons.

如果沒有產(chǎn)品營銷，產(chǎn)品經(jīng)理通過提供培訓(xùn)、產(chǎn)品定位和宣傳品來支持銷售，包括數(shù)據(jù)表和競爭對比。

Most sales teams are compensated in part based on commission which means that they are very focused on closing deals often with new customers.

大多數(shù)銷售團(tuán)隊的薪酬基于銷售提成，這意味著他們非常專注于與新客戶達(dá)成交易。

This compensation structure can create tension with the product development organization.

這種薪酬結(jié)構(gòu)可能會導(dǎo)致與產(chǎn)品開發(fā)組織之間的緊張關(guān)系。

When sales is trying to push hard for particular features or capabilities for prospect that don't otherwise align with your roadmap.

當(dāng)銷售團(tuán)隊為潛在客戶推銷特定的功能，而這些功能與你的開發(fā)路線圖不符合時，就會出現(xiàn)這種情況。

It's difficult to constantly say no and be told that your company is losing revenues ?as a result of your decisions.

不斷地拒絕銷售的請求，并被告知由于你的決策而導(dǎo)致公司失去收入，是很困難的。

There are a few ways that you can mitigate that pressure and generally invest in your relationship with the sales team.

有幾種方法可以緩解這種壓力，通常是與銷售團(tuán)隊建立良好的關(guān)系。

Be transparent about the tenets that drive roadmap prioritization.

對產(chǎn)品路線圖優(yōu)先級確定的原則保持公開透明。

Share the key goals and connect the dots so that everyone in the company including sales can see how larger upcoming epics align to that.

分享關(guān)鍵目標(biāo)，并將點與點連接起來，使公司中的每個人，包括銷售人員，能夠看到即將推出的大型史詩與這些目標(biāo)的關(guān)聯(lián)性。

When you share the roadmap be conservative with dates.

在分享路線圖時，對日期要保守一些。

Give sales a budget for development work for each quarter, for example two weeks worth of work.

為銷售團(tuán)隊提供每個季度的開發(fā)工作預(yù)算，例如兩周的工作量。

Let the head of sales decide how to spend that.

讓銷售負(fù)責(zé)人決定如何使用這些預(yù)算。

You can then direct inbound requests from individual sales team members to the head of sales to determine how best to maximize revenue.

然后，你可以將來自銷售團(tuán)隊成員的內(nèi)部請求轉(zhuǎn)至銷售負(fù)責(zé)人，以確定如何最大化營收。

Encourage your sales team to focus on selling the current product and not capabilities that are still on the roadmap.

鼓勵銷售團(tuán)隊專注于銷售當(dāng)前的產(chǎn)品，而不是仍在路線圖上的功能。

Indeed prospects may delay a purchase if a future capability isn't ready and you may lose the sale entirely.

確實，如果未來的功能尚未準(zhǔn)備就緒，潛在客戶可能會延遲購買，你可能會完全失去銷售機(jī)會。

Be careful to become a sales engineer where you're regularly asked to provide sales demos or attend meetings with prospects.

要小心成為一名銷售工程師，經(jīng)常被要求提供銷售演示或與參加客戶會議。

This can eat up a lot of your time and prevent you from doing the rest of your job as a product manager.

這可能會占用你大量的時間，阻礙你完成作為產(chǎn)品經(jīng)理的其他工作。

Focus on creating material that will help the whole sales team rather than one-off sales.

專注于創(chuàng)建能夠幫助整個銷售團(tuán)隊的材料，而不是為了個別銷售。

If you do join the occasional sales pitch, make sure to discuss ground rules with the salesperson, including whether you should discuss the roadmap and answer questions about pricing.

如果你偶爾參與銷售演講，請確保與銷售人員討論基本規(guī)則問題，包括是否討論路線圖以及是否回答有關(guān)定價的問題。

Generally it's best to leave those to sales to answer.

一般來說，最好讓銷售人員來回答這些問題。

If you want to meet with customers to conduct research make sure that sales and account management are on board with that and that the customer is not currently in the process of making a purchase or renewal decision and that you've given sales an opportunity to join.

如果你想與客戶進(jìn)行當(dāng)面交談，請確保銷售和客戶管理部門同意，并確保客戶目前沒有在進(jìn)行購買或續(xù)約決策，并且你已經(jīng)給予銷售機(jī)會參與。

That said it's important that they not pitch during your research, instead give them a chance to talk after you've completed your interview.

盡管如此，重要的是在你進(jìn)行研究時，他們不要進(jìn)行推銷，而是在你完成訪談后給他們一個機(jī)會發(fā)表觀點。

Treat your sales materials like a product.

把銷售材料視為一種產(chǎn)品來對待。

Test it with several reps before you roll messaging and collateral out to the full team.

在將消息傳遞和宣傳品推廣給整個團(tuán)隊之前，先與幾位銷售代表進(jìn)行測試。

You want to make sure that they are straightforward and that the reps can repeat back to you the key points and measure.

你要確保這些材料簡潔明了，銷售代表能夠反過來向你傳遞關(guān)鍵觀點和度量指標(biāo)。

Try to determine quantitatively what materials are actually being used so that you and the team are using your time effectively.

努力量化確定實際使用了哪些材料，以便你和團(tuán)隊能夠有效利用時間。

Although customer facing materials will obviously focus on the positive, create internal only FAQs or other communications which honestly call out weaknesses in your product.

盡管面向客戶的材料顯然會專注于正面方面，但也要創(chuàng)建僅內(nèi)部使用的常見問題解答（FAQ）或其他形式，誠實地指出產(chǎn)品的弱點。

So that sales aren't blindsided or unintentionally misrepresent the product's capabilities.

這樣銷售團(tuán)隊就不會被突然出現(xiàn)的問題所困擾，也不會無意中誤傳產(chǎn)品的能力。

Your marketing team is focused on attracting potential customers through the phasese of awareness, consideration and purchase.

你的市場營銷團(tuán)隊專注于通過認(rèn)知、考慮和購買等階段吸引潛在客戶。

Marketing teams also often have goals around retention and customer base engagement, particularly for SAS products.

營銷團(tuán)隊通常還會在留存和促進(jìn)客戶群體參與方面設(shè)定目標(biāo)，尤其是對于SaaS產(chǎn)品而言。

Marketing is becoming an increasingly quantitative and agile discipline, leveraging experimentation, testing and data.

營銷正在成為一個越來越注重量化和敏捷的學(xué)科，利用實驗、測試和數(shù)據(jù)來提升效果。

Marketing teams rely on product managers to give them news to share with press and prospective and current customers.

營銷團(tuán)隊依賴產(chǎn)品經(jīng)理向他們提供與媒體、潛在客戶和現(xiàn)有客戶分享的新聞。

They are tasked with continuously creating content for blogs, direct advertising, social media and so forth.

營銷團(tuán)隊的任務(wù)是不斷為博客、直接廣告、社交媒體等創(chuàng)造內(nèi)容。

And product news is always appreciated to populate those communication channels.

產(chǎn)品新聞總是受歡迎的，可以用來填充各種社交渠道。

Marketing may also work with you closely on the in-product marketing that we discussed earlier in the course, including viral loops, seo and customer onboarding.

營銷團(tuán)隊還可能與你緊密合作，就像我們在課程前面討論過的產(chǎn)品內(nèi)部營銷一樣，包括病毒式傳播、搜索引擎優(yōu)化和客戶引導(dǎo)等方面。

You'll want to keep a close relationship with your marketing team.

你會希望與你的市場營銷團(tuán)隊保持較近的關(guān)系。

Their tests of pricing and positioning can be very insightful as an input when designing and prioritizing future product work.

他們對定價和定位的驗證能讓你在設(shè)計和優(yōu)先處理未來產(chǎn)品工作時具有有洞察力。

Like other teams they need ample lead time around significant new product launches.

和其他團(tuán)隊一樣，營銷團(tuán)隊在重要的新產(chǎn)品發(fā)布前需要足夠的準(zhǔn)備時間。

You'll want to review their materials and make sure that they're coordinating with legal on any marketing claims that suggest that your product is superior to others on the market.

你需要審查營銷團(tuán)隊的材料，并確保他們與法務(wù)部門溝通，以確保在任何市場營銷宣傳中提及你的產(chǎn)品優(yōu)于其他產(chǎn)品時的合法性得到保障。

Like with sales it's best to be conservative when discussing dates for your road map.

和銷售團(tuán)隊一樣，在討論路線圖日期時最好保守一些。

So that you avoid getting releases tied to immovable dates such as industry events.

這樣你就可以避免將發(fā)布與無法改變的日期（例如行業(yè)活動）掛鉤。

Finally you can support the marketing team by providing content for your company blog or other publications.

最后，你可以通過為公司博客或其他出版物提供內(nèi)容來支持營銷團(tuán)隊。

Topics can include lessons learned about how your product development process worked or surprising results from tests.

這些內(nèi)容可以包括有關(guān)你的產(chǎn)品開發(fā)過程的經(jīng)驗教訓(xùn)，或者來自測試中的令人驚訝的結(jié)果等。

Of course you should check in with your marketing team before publishing anything publicly.

當(dāng)然，在公開發(fā)布之前，你應(yīng)該與營銷團(tuán)隊進(jìn)行核實。

Connect with your marketing and PR team on a regular basis at least monthly to brainstorm possible stories or interesting insights.

定期與營銷和公關(guān)團(tuán)隊保持聯(lián)系，至少每月共同進(jìn)行頭腦風(fēng)暴，探討可能的故事或有趣的見解。

Other Operations

The last group of stakeholders to discuss is operations which is a collection of disciplines including finance, business analytics, customer service, supply chain and legal.

最后要討論的利益相關(guān)方是相關(guān)執(zhí)行部門，它包括財務(wù)、業(yè)務(wù)分析、客戶服務(wù)、供應(yīng)鏈和法務(wù)等多個領(lǐng)域。

Although PMs don't spend as much time with these teams as they do development, design and marketing.

盡管產(chǎn)品經(jīng)理與這些團(tuán)隊的交流不如與開發(fā)、設(shè)計和營銷團(tuán)隊那樣頻繁。

They all contribute to the overall business success of your products.

但是它們都會對你的產(chǎn)品的整體業(yè)務(wù)成功做出貢獻(xiàn)。

Finance

Finance is respinsible for setting budgets, reporting on key financial and product metrics and adjusting forecasts on these.

財務(wù)部門負(fù)責(zé)制定預(yù)算，報告關(guān)鍵的財務(wù)和產(chǎn)品指標(biāo)，并根據(jù)這些指標(biāo)調(diào)整預(yù)測。

As part of the budget they need to keep tabs on expense, including headcount and expenditures relating to product development, including paid market research or third-party licenses.

作為預(yù)算的一部分，他們需要密切關(guān)注支出，包括與產(chǎn)品開發(fā)相關(guān)的人員和支出，付費(fèi)市場研究或第三方許可證。

Likewise they need to understand product changes that may impact revenue.

同樣，他們需要了解可能影響收入的產(chǎn)品變化。

Finance can be very helpful allies when building product forecasts as we discuss in the plan section at the beginning of this course.

財務(wù)部門在進(jìn)行產(chǎn)品預(yù)測時可以成為非常有幫助的盟友，正如我們在課程開頭的計劃部分所討論的那樣。

Your finance team will appreciate your help in ensuring that the product is capturing the data needed for them to accurately forecast.

你的財務(wù)團(tuán)隊會感謝你幫助他們捕捉到了做出準(zhǔn)確預(yù)測所需的數(shù)據(jù)。

They need to know about anything that will materially impact either revenue or expenses.

他們需要了解任何可能對收入或支出產(chǎn)生實質(zhì)性影響的事項。

And you should get there okay before signing up for any new services, even smaller monthly recurring charges for online tools as they may want you to bundle your purchases with other groups or use particular payment methods for example.

在注冊任何新服務(wù)之前，即使是在線工具的月度重復(fù)費(fèi)用，你也應(yīng)該與財務(wù)團(tuán)隊協(xié)商，因為他們可能希望將你的采購與其他團(tuán)隊的采購捆綁在一起，或使用特定的付款方式等。

Business analytics is sometimes a part of the finance team and other times it's a part of the product organization.

業(yè)務(wù)分析有時是財務(wù)團(tuán)隊的職責(zé)，有時是產(chǎn)品團(tuán)隊的職責(zé)。

Data analysts may focus on product and or marketing reporting and often are responsible for forecast models around initiatives in these areas.

數(shù)據(jù)分析師可能專注于產(chǎn)品和營銷報告，并且通常負(fù)責(zé)這些領(lǐng)域中的各項計劃的預(yù)測模型。

They are close allies when trying to answer more complex questions around customer segmentation, product use and so forth, because they are well versed in how to access your data beyond standard reports.

在解答關(guān)于客戶細(xì)分、產(chǎn)品使用等更復(fù)雜問題時，數(shù)據(jù)分析師是你密切的盟友，因為他們熟悉如何訪問超出標(biāo)準(zhǔn)報告范圍的數(shù)據(jù)。

Here are some best practices when working with business analytics.

以下是與業(yè)務(wù)分析團(tuán)隊合作時的一些最佳方案：

Collaborate with them when designing your data reporting requirements and ensure that your product is capturing the right events and transactions.

在設(shè)計數(shù)據(jù)報告需求時與業(yè)務(wù)分析團(tuán)隊進(jìn)行合作，確保你的產(chǎn)品捕捉到正確的事件和交易。

As we discussed earlier try to be self-sufficient when pulling data.

正如我們之前討論的那樣，盡量在抓取數(shù)據(jù)時做到自給自足。

However given increasing complexity of data collection, it's wise to check in with your data analyst to double check your methodology before releasing key data to executives and the team.

然而，考慮到數(shù)據(jù)收集的日益復(fù)雜性，在向高管和團(tuán)隊發(fā)布關(guān)鍵數(shù)據(jù)之前，最好與數(shù)據(jù)分析師進(jìn)行核對，以確保你的統(tǒng)計算法正確無誤。

Keep meticulous release notes of changes to your product by day including your website.

按天對你的產(chǎn)品（包括你的網(wǎng)站）的變化保持細(xì)致的發(fā)布說明。

Even minor releases may have unintended consequences.

即使是小的更新版本也可能產(chǎn)生意想不到的后果。

So if your metrics suddenly swing on a particular day and it is detected at some later date, you'll want to know exactly what changed so that you can narrow the possible causes.

如果你的指標(biāo)在某個特定的日期突然發(fā)生了波動，而這個波動在之后的某個時間被發(fā)現(xiàn)，你會想要準(zhǔn)確地了解到底發(fā)生了什么變化，以便能夠縮小可能的原因范圍。

Likewise keep track of the dates and substance of major changes with competitors and with larger customer acquisition sources.

同樣，要記錄競爭對手的重大更新以及與較大的獲客來源相關(guān)的日期和內(nèi)容。

For example if your company relies heavily on Google serach for traffic, you'll want to note any larger algorithm or search engine results page design changes.

例如，如果你的公司在獲取流量方面高度依賴于谷歌搜索，你就應(yīng)該記錄任何較大的算法變化或搜索引擎結(jié)果頁面設(shè)計的變動。

Customer success

Your customer service team, sometimes referred to as customer success or customer support, is a key conduit between your company and your customers.

客戶服務(wù)團(tuán)隊，有時也被稱為客戶成功團(tuán)隊或客戶支持團(tuán)隊，是公司與客戶之間的重要紐帶。

Everyday CS hears first hand about issues with your porduct

Whether that be bugs or usability problems, they also get customer feedback with new ideas and suggestions.

無論是BUG還是產(chǎn)品使用問題，客戶服務(wù)團(tuán)隊還會收集客戶的反饋、新想法和建議。

Obviously their overall workload and the number of contacts they field are dependent on product quality and usability.

顯然，他們的整體工作量和接觸的顧客量取決于產(chǎn)品質(zhì)量和可用性。

Depending on whether you have product marketing in your organization, you may be expected to provide CS with training or scripts on new products and features and at minimum you'll communicate release notes.

根據(jù)你的組織是否有產(chǎn)品營銷部門，你可能需要為客戶服務(wù)團(tuán)隊提供關(guān)于新產(chǎn)品和功能的培訓(xùn)或腳本，至少你會與他們溝通發(fā)布說明。

You may be asked to create or review knowledge base answers for the websites or for CS reps for frequently asked questions.

你可能會被要求創(chuàng)建或?qū)彶楫a(chǎn)品知識庫，上傳網(wǎng)站或為客戶服務(wù)代表提供常見問題的回答。

To work most effectively with your CS team, make sure that they are aware of upcoming product releases and any known issues or bugs.

為了與客戶服務(wù)團(tuán)隊最有效地合作，確保他們了解即將推出的產(chǎn)品以及任何已知的問題或BUG。

Allocate some time in each development cycle to fix issues that are causing the most CS contacts.

在每個開發(fā)周期中安排一些時間來修復(fù)導(dǎo)致最多客戶服務(wù)反饋的問題。

Keep in mind the rule of thumb that for everyone person who takes the time to complain, there are at least 10 others with that same problem.

請記住一個經(jīng)驗法則，即每有一個花時間抱怨的人至少代表著至少有10個人有同樣的問題。

Ensure that new feature suggestions from CS don't fall into a black hole and that they're being appropriately noted in your backlog.

確保來自客戶服務(wù)的新功能建議不會消失無蹤，而是被適當(dāng)?shù)赜涗浽谀愕拇k需求列表中。

Take turns along with dev test and program managers in fielding CS contacts directly, either on the phone or responding to customer emails.

與開發(fā)測試人員和程序管理經(jīng)理輪流直接接聽客戶反饋，無論是通過電話還是回復(fù)客戶的電子郵件。

Hearing your customers pain firsthand will help increase your and the team's sense of urgency in resolving persistent problems.

親自聽到客戶的反饋有助于增強(qiáng)你和團(tuán)隊在解決持續(xù)問題時的緊迫感。

Supply chain

Product managers of manufactured products need to coordinate closely with supply chain.

制造業(yè)的產(chǎn)品經(jīng)理需要與供應(yīng)鏈密切合作。

This group is responsible for the production process, from raw materials to managing work in progress inventory, to supplying the sales channel, along with the logistics to manage all of this.

這個團(tuán)隊負(fù)責(zé)從原材料到管理生產(chǎn)過程中的庫存，再到供應(yīng)銷售渠道，以及處理相關(guān)的物流工作。

They are measured based on how efficiently they are managing inventory and invested capital, so KPIs include inventory turns, product availability and minimizing write-offs due to obsolescence.

他們的績效評估是基于他們是否有效管理庫存和投資資本，因此關(guān)鍵績效指標(biāo)包括庫存周轉(zhuǎn)率、產(chǎn)品可用性以及盡量減少因過時而產(chǎn)生的減值。

Product managers can build positive relationships with supply chain by providing accurate forecasts and ensuring that there is sufficient time planned for major promotions or price discounts.

產(chǎn)品經(jīng)理可以與供應(yīng)鏈建立良好的關(guān)系，通過提供準(zhǔn)確的預(yù)測并確保為重要促銷活動或價格折扣留出足夠的時間。

Supply chain as a general rule dislikes portfolio complexity for example custom stock keeping units or SKU for different colors.

作為一般規(guī)則，供應(yīng)鏈不喜歡產(chǎn)品組合的過于復(fù)雜，例如不同顏色的定制存貨。

So minimizing the number of SKUs is ideal for example by using the same packing for products sold through retail and your website.

因此盡量減少 SKU 的數(shù)量是理想的做法，如在零售和網(wǎng)站銷售的產(chǎn)品中使用相同的包裝。

Supply chain needs advance notice on launches and end of life.

供應(yīng)鏈需要提前得知產(chǎn)品發(fā)布和產(chǎn)品壽命周期結(jié)束的通知。

At amazon we targeted mid-year device launches in order to gradually ramp up production for the holiday season and avoid excess costs associated with expediting supplies and manufacturing.

在亞馬遜，我們將設(shè)備的年中發(fā)布作為目標(biāo)，以便在假日季節(jié)前能逐漸加大生產(chǎn)量，并避免因加急供應(yīng)和擴(kuò)大生產(chǎn)而造成過多額外成本。

Legal

Last but not least your legal team protects your company from legal issueses that may arise whether those be regulatory or from potential litigation.

最后但同樣重要的是，你的法律團(tuán)隊保護(hù)公司免受可能出現(xiàn)的法律問題，無論是來自監(jiān)管方面還是潛在的訴訟。

They also help you establish contracts with partners and customers. It's best to be proactive in working with legal so that they can advise you.

他們還幫助你與合作伙伴和客戶簽訂合同。最好與法律團(tuán)隊積極合作，這樣他們可以給予你建議。

Some common areas where product managers intersect with legal include changes to the terms of service, end-user license agreement also known as the EULA, privacy policy and so forth.

產(chǎn)品經(jīng)理與法律團(tuán)隊常常在以下幾個方面合作：服務(wù)條款的修改、最終用戶許可協(xié)議（EULA）、隱私政策等。

Protecting your product against copycats via trademarks and patents.

通過商標(biāo)和專利來保護(hù)產(chǎn)品免受仿冒者的侵權(quán)。

Securing licenses including open source licenses and third-party contracts.

獲得許可證，包括開源許可證和第三方合同的簽署。

Make sure that you and others on your team including developers are not unwittingly signing contracts by clicking through terms for digitally delivered content or services without first getting legals okay.

確保你和團(tuán)隊中的其他成員，包括開發(fā)人員，在未經(jīng)法律批準(zhǔn)之前，不會在點擊數(shù)字內(nèi)容或服務(wù)的條款時無意中簽署合同。

And ensuring accuracy of marketing claims and correct execution of sweepstakes and giveaways.

還要確保市場宣傳的準(zhǔn)確性和抽獎活動以及贈品活動的正確執(zhí)行。

You play a key role in anticipating the need for legal's help and advice in any of these areas which means that you need to read and understand what is or is not covered in your standard terms and policies.

在這些領(lǐng)域中，你需要預(yù)料到需要法律幫助和法律相關(guān)建議的地方，這意味著你需要閱讀并理解相關(guān)標(biāo)準(zhǔn)條款和政策中所涵蓋的內(nèi)容或未涵蓋的內(nèi)容。

It's a good idea to hold a periodic check-in with legal to review the roadmap and what it means in terms of your legal documents, contracts, patents and so forth.

定期與法律團(tuán)隊進(jìn)行溝通檢查是一個好主意，以回顧路線圖，并了解在法律文件、合同、專利等方面的含義。

Congratulations we've covered all of the main teams with whom you'll interact as a product manager along with the steps in the product development cycle.

恭喜，我們順著產(chǎn)品開發(fā)周期的思路，已經(jīng)討論完了作為產(chǎn)品經(jīng)理要互動的所有主要團(tuán)隊。

Now that we've reviewed the various constituents with whom you will be working as a product manager.

現(xiàn)在我們已經(jīng)回顧了作為產(chǎn)品經(jīng)理與之合作的各個相關(guān)方。

Take a few minutes to reflect on your current internal relationships.

花幾分鐘時間思考一下你當(dāng)前的內(nèi)部關(guān)系。

If there are teams that you are not yet collaborating with effectively, note what two to three action steps you can take this week to invest in those relationships and improve communication.

如果你目前與某些團(tuán)隊的合作效果不夠理想，你可以考慮本周采取兩到三個行動步驟，以投入到這些關(guān)系中并改善溝通。

Warp up

We've covered a lot in this course and we've got one final exercise before we warp up.

在這門課程中，我們已經(jīng)涵蓋了很多內(nèi)容，現(xiàn)在我們只剩下最后一個練習(xí)了，然后就結(jié)束了。

Go back to your professional development plan that you started at the end of the product planning cycle section.

回到你在產(chǎn)品規(guī)劃周期部分結(jié)束時開始的專業(yè)發(fā)展計劃。

You should have noted your top three strengths and top three opportunities for learning and further development based on the PM activities that we discussed.

根據(jù)我們討論的項目管理內(nèi)容，你應(yīng)該記錄下你的三個主要優(yōu)勢和三個學(xué)習(xí)和進(jìn)一步發(fā)展的機(jī)會。

Having reviewed the various departments with whom you work, update your plan now to reflect any new insights on areas where you are strong and where you want to invest in your skill development.

在回顧你與各個部門合作的情況后，請更新你的計劃，以反映出你所擅長的領(lǐng)域和你所希望的技能提升的新見解。

Perhaps that's in your communication cadence or tools or in your ability to influence others.

也許這些見解涉及到你的溝通節(jié)奏、工具或者你影響他人的能力。

Add another one or two strengths and development opportunities to your document.

請將另外一兩個優(yōu)勢和發(fā)展機(jī)會添加到你的文檔中。

Consider using this as a discussion tool in your next one-on-one with your manager or mentor and increase the probability that you will follow through by sharing your professional development goals with your colleagues and friends who can encourage you and keep you accountable.

考慮將這個作為與你的經(jīng)理或?qū)熯M(jìn)行一對一討論的工具，并通過與同事和朋友分享你的專業(yè)發(fā)展目標(biāo)來增加你實施計劃的可能性。他們可以給予你鼓勵并幫助你保持責(zé)任感。

Congratulations on completing product management fundamentals, i hope that you're now comfortable knowing what a product manager does and the areas where you can continue to develop in your career.

恭喜你完成了產(chǎn)品管理基礎(chǔ)課程！我希望你現(xiàn)在對產(chǎn)品經(jīng)理的工作內(nèi)容以及你在職業(yè)生涯中可以繼續(xù)發(fā)展的領(lǐng)域感到更加自信和舒適。

We've reviewed the expectations of a product manager in each stage of the product development cycle and how PMs interact with extended teams.

我們已經(jīng)回顧了產(chǎn)品開發(fā)周期中產(chǎn)品經(jīng)理在每個階段的期望，以及產(chǎn)品經(jīng)理如何與相關(guān)團(tuán)隊進(jìn)行互動。

These concepts should lay a foundation for your professional development and help you in mentoring and managing other product managers in the future.

這些概念可以為你的職業(yè)發(fā)展打下基礎(chǔ)，并在未來指導(dǎo)和管理其他產(chǎn)品經(jīng)理時提供幫助。

If you've enjoyed this course and you know other people who may benefit from it, please let them know about it and follow PMLOOP on Twitter.

如果您喜歡這門課程，并且認(rèn)識其他可能從中受益的人，請告訴他們，并關(guān)注PMLOOP的Twitter賬號。

Please check out the resources in the final lecture and leave feedback about what you found most valuable and any areas where we could improve for future students.

請查看最后一堂課中的資源，并留下你認(rèn)為最有價值的內(nèi)容以及我們可以在未來改進(jìn)的任何方面的反饋。

Thank you for your time and i wish you the best in building outstanding products.

感謝觀看，祝你成功打造出色的產(chǎn)品。