Experience of practical learning of Silicon Valley products

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        Recently “ Geek time ” Read some articles , The course I just finished is called Silicon Valley product practice , The main writer's feelings when working in Silicon Valley , Interested friends can go to Jike time to read articles , common 36 speak . There are some clips that I feel more , Add some thoughts and write them down .

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1. Minimize viable products

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        Lean entrepreneurship represents a new method of continuous innovation , It comes from “ Lean production ” Idea , Encourage enterprises to “ Confirmatory learning ”, Start with a minimalist prototype , And then in constant experiment and learning , Verify whether the product meets the user's requirements in a minimum cost and effective way , Flexible orientation . If the product does not meet the market demand , Better be able to “ Fail quickly 、 To fail cheaply ”, And not “ Expensive failure ”; If the product is recognized by users, you should also continue to learn , Mining user needs , Iteratively optimize the product .

        “ To minimize the ” What I mean here is , No function is “ It's also very good ”, But without any function, it cannot solve the most basic needs of users . To minimize the  =  Reduce trial and error costs , Speed  >  perfect

       “ To minimize the ” I think the concept of is what all practitioners in this industry should have . Developer's “ To minimize the ” The concept may be embodied in a function , Function in design can minimize submission , Subsequent extensions may not affect the implemented functions , That is often said that the principle of opening and closing , Project manager's “ To minimize the ” The concept may be reflected in how to split the project tasks , Iteration submission is a complete and available function

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2. Product managers weigh trade-offs

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        What product managers do most every day is to cut functions ：

• Delete the functions on the product requirements document , Keep only the most important functions ;
• We have decided to add functions , But something unexpected happened , You need to decide temporarily whether to cut the function .

      In the project, few product managers can achieve the screening function , Tasks will be added from time to time .   Or the customer requires it to be completed ; Or the leader requires it to be completed . The whole project has changed , The release time is fixed , The content of the project is growing . Project members are frustrated

• Developers are complaining that tasks exceed expectations , Overtime will not complete the task
• The project manager is complaining that the project is out of control . Key nodes cannot be estimated
• Customers and leaders complain about how the project is delayed

      In this case , Communication becomes more and more important , Someone needs to stand up and communicate , Organize people to choose .   I remember the first project manager was song Chunyong , He once said a word to me ： The project is negotiated , Not made

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3. Develop success indicators for products

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         John  ·  Doyle （John Doerr） He is the best venture capitalist in Silicon Valley , It's Google 、 Amazon 、 netscape 、 Early investors in companies such as sun computers , More in   1999  When I invested in Google in , Taught the founder success indicators （OKR） The concept of , Help Google reach today's height .

         2018  year  4  month ,  John  ·  Doyle published a book called 《 Take what you care about as a measure 》（Measure What Matters） The book of , Talk about success indicators . He points out in the book that ： Indicators are to define the goals you want to achieve , It needs to be clear within what time limit 、 To achieve what specific 、 Measurable results .  In other words , A good indicator should be like “2018  Achieve... By the end of the year  100  Ten thousand days ” In this way , and “ Let users spend more time  APP  On ”、“ Strive for the scale of users to reach  100  ten thousand ” Because of the lack of key information, it is not a good indicator .

        “OKR（Objectives and Key Results） I.e. goal and key achievement method , It is a set of management tools and methods to define and track the objectives and their completion , By Andy, the founder of Intel · Grove （AndyGrove） The invention ,2015 After year , Baidu 、 Huawei 、 Enterprises such as ByteDance have been promoting

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4. The product manager communicates with the designer

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        The same product requirements document , Some designers think that the function description is too specific , It limits their space to play ; Some designers think it is not specific enough . This is a problem that I felt very distressed when I first became a product manager , After dealing with designers for many times , That's what I learned “ All tastes ” Why , And how to deal with this situation . in my opinion , Dealing with this kind of problem is the most direct 、 The most efficient way is , Get on well with your designer , Ask them if they like the function description in the document to be clear , Or just give strategic suggestions . You can write strategic content in the document of each project first , Then say to the designer ：“ This is our product strategy and general idea , First, see what parts are not clear enough , Let me be more specific .” Only more communication , To be more efficient

      I think the article summarizes the characteristics of designers very well , Especially the third point

• Designers are perfect personalities , The artist
• Most designers have no product design ability , Their focus is on function realization rather than function use
• The designer's ability to estimate the construction period is relatively poor , And most of them are optimistic estimates

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