产品管理思维模式适合每一个人 #4884
产品管理思维模式适合每一个人 #4884
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EmilyQiRabbit
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校对认领。给美女小姐姐校对一下。 @fanyijihua |
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@zhmhhu 好的呢 🍺 |
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@zhmhhu 第一次翻译关于产品的文章，麻烦多指教啦～👍～ |
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@zhmhhu 记得校对哈 |
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| > What are the models? Well, the first rule is that you’ve got to have multiple models — because if you just have one or two that you’re using, the nature of human psychology is such that you’ll torture reality so that it fits your models, or at least you’ll think it does. You become the equivalent of a chiropractor who, of course, is the great boob in medicine. | ||
| > 什么是模型呢？第一个规则就是你必须拥有很多模型 -- 因为如果你只有一个或两个使用着的思维模型，人类心理自然就会让你将现实世界折射得符合你的模型，或者至少你认为是符合的。你会成为脊椎按摩师的对等物，当然，它是医学界的大蠢货。 |
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你会成为脊椎按摩师的对等物，当然，它是医学界的大蠢货。->
你会成为像脊椎按摩师那样的人，毫无疑问，他是医学界的笑话。
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| In the context of product management, the model suggests that instead of trying to create 100% of the customer opportunity, you may want to look for how to do 20% of the effort and solve 80% of the opportunity. Product teams make this trade off all the time, and the results often looks like feature launches where 20% of customers with more complicated use cases aren’t supported. | ||
| 在产品管理的语境中，模型建议你应该更希望寻找如何付出 20% 的努力解决 80% 机会的方法，而不是去试图创造 100% 的客户机会。产品团队在一直权衡这一点，结果通常看起来像是特性发布后，20% 有更复杂应用用例的用户没有被支持。 |
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20% 有更复杂应用用例的用户没有被支持。 ->
20% 的有着更复杂用例的用户没有被支持。
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| Mental models are powerful, but their utility is limited to the contexts they were extrapolated from. To combat this, you shouldn’t rely on one or even a few mental models, you should instead be continuously building a _latticework_ of mental models that you can draw from to make better decisions. | ||
| 尽管思维模式非常强大，但它们的效用被限制于它们被推断出来的背景中。为了对抗这种现状，你应该不仅仅依赖一个或几个模型，而是应该持续的建造一个思维模型的**框架**，你可以从中吸取教训，做出更好的决定。 |
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尽管思维模式非常强大，但它们的效用被限制于它们被推断出来的背景中。 ->
尽管思维模式非常强大，但它们的效用取决于它们所处的背景条件。
这种表达是否更好一些？
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| > What is elementary, worldly wisdom? Well, the first rule is that you can’t really know anything if you just remember isolated facts and try and bang ’em back. If the facts don’t hang together on a latticework of theory, you don’t have them in a usable form. | ||
| > 什么是基础的、世间通用的智慧呢？第一条规则是，如果你只是记住孤立的事实，然后进行尝试和重复，你就什么都不知道。如果这些事实在理论的框架上不一致的话，它们就没有可用的形式。 |
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如果这些事实在理论的框架上不一致的话，它们就没有可用的形式。 ->
如果从这些事实没有总结出一致的理论体系，它们就没有可利用的形式。
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| > It’s like the old saying, “To the man with only a hammer, every problem looks like a nail.” And of course, that’s the way the chiropractor goes about practicing medicine. But that’s a perfectly disastrous way to think and a perfectly disastrous way to operate in the world. So you’ve got to have multiple models. | ||
| > 就像老话说的，“对于一个只有一把锤子的人来说，每一个问题都像一颗钉子。”当然，这也就是脊椎指压治疗者对医学的处理方式。但这是一种极其灾难性的思维方式，也是一种在世界上运作的极其灾难性的方式。所以你必须有多个模型。 |
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但这是一种极其灾难性的思维方式，也是一种在世界上运作的极其灾难性的方式。 ->
但这是一种世界上的极其灾难性的思维和操作方式。
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| The resources available to a product team are time, money, and [the number and skill of] people. When you’re comparing possible projects you could take on, you should always choose the one that _maximizes impact to customers for every unit of resources you have._ | ||
| 对于一个产品团队来说，可用的资源包括时间，金钱以及人力的数量和能力。当你比对你可能可以接受的项目时，你应当选择那个能够**最大化你拥有的每个单位资源对客户的影响的项目。** |
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当你比对你可能可以接受的项目时，你应当选择那个能够**最大化你拥有的每个单位资源对客户的影响的项目。->
当你在对比手里的项目时，你应当选择那个能够 使你手里的每一个资源对客户产生最大化影响力 的项目
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| ### 2. Time value of shipping | ||
| ### 2. 运输的时间价值 |
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shipping 翻译成交付是不是更好。
下面讲的都是关于产品交付的内容
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| Product shipped earlier is worth more to customers than product shipped at a later time. | ||
| 对于客户而言，产品提前交运要比延后交运更加有价值。 |
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对于客户而言，产品提前交运要比延后交运更加有价值。 ->
对于客户而言，产品提前交付要比延后交付更加有价值。
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| * * * | ||
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| **_Designing and Scoping _— **the next set of mental models are useful for scoping and designing a product after you’ve chosen where to invest. | ||
| **设计和范围 --** 在选好了投资目标后，下一组心理模型对于确定产品的范围和设计非常有用。 |
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mental models 之前都一直翻译成 思维模式，这里怎么变成心理模型了呢(⊙o⊙)
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| **On the right side:** you have confidence (validated through customers) that the problem you’re focused on is really important to customers, _and_ you know exactly what to build to solve it. In that case, you shouldn’t take any shortcuts because you know customers will need this important feature forever, so it better be really high quality (e.g. scalable, delightful). | ||
| **在最右侧：**对于用户来说，你正在专注的问题时分重要，对于这点你十分自信（经过用户验证，你的自信还会巩固），**并且**你十分肯定解决问题需要构建什么。在这种情况下，你不应该接受任何缺陷，因为你知道用户将来将会十分需要它，所以最好是高质量的（例如：可扩展性，用户友好）。 |
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@EmilyQiRabbit 可以修改啦 |
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@zhmhhu 校对结束了吗 |
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@leviding 收到 |
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| The resources available to a product team are time, money, and [the number and skill of] people. When you’re comparing possible projects you could take on, you should always choose the one that _maximizes impact to customers for every unit of resources you have._ | ||
| 对于一个产品团队来说，可用的资源包括时间，金钱以及人力的数量和能力。当你比对你可能可以接受的项目时，你应当选择那个能够**最大化你拥有的每个单位资源对客户的影响的项目。** |
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当你比对你可能可以接受的项目时，你应当选择那个能够**最大化你拥有的每个单位资源对客户的影响的项目。->
当你在对比手里的项目时，你应当选择那个能够 使你手里的每一个资源对客户产生最大化影响力 的项目
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| **_Building & Iterating _— **the next set of mental models are useful for when you’re building, operating, and iterating an existing product. | ||
| **构建和迭代 --** 当你在构建、操作和迭代已有产品的时候买，下一个系列的思维模型就非常有用。 |
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| When you focus on improving the same product area, the amount of customer value created over time will diminish for every unit of effort. | ||
| 当你专注于改进相同的产品领域时，随着时间的推移，每个单位的努力创造的客户价值也将随之减少。 |
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每个单位的努力创造的客户价值也将随之减少。->
每一份努力创造的客户价值也将随之减少。
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| Assuming you are effectively iterating the product based on customer feedback and research, you will eventually hit a point where there’s just not that much you can do to make it better. It’s time for your team to move on and invest in something new. | ||
| 假设你正在基于用户反馈和调研有效的迭代产品，你最终都会达到那个为了使产品更好，你没有太多可做的了的那个程度。 那就是您的团队继续前进并投资新事物的时候了。 |
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假设你正在基于用户反馈和调研有效的迭代产品 ->
假设你正在基于用户反馈和调研对产品进行有效的迭代
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你最终都会达到那个为了使产品更好，你没有太多可做的了的那个程度。->
你最终都会达到那个无法使产品做得更好的程度
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| When you’re defining the first version of your product, you will accumulate all sorts of amazing features that you dream of adding on later in future versions. Recognize that these may never ship, because you never know what can happen: company strategy changes, your lead engineer quits, or the whole team gets reallocated to other projects. | ||
| 当你定义你的产品的版本一时，你将聚集所有你希望在以后的版本中添加的令人惊叹的功能。你要认识到，一些功能可能永远也不会发布，因为你不知道将会发生什么：公司政策调整，你的工程师总监辞职，或者你的团队被重新分配到了其他项目中。 |
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| ### 15. Most value is created after version one | ||
| ### 15. 大部分价值在版本一后被创造出来 |
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大部分价值在版本一后被创造出来->
大部分价值在第一个版本之后被创造出来
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| Everything is a hypothesis until customers are using the product at scale. While what your team invests in “pre-launch learning” — the customer interviews, prototype testing, quantitative analysis, beta testing, etc. — can give you a massive leg up on the probability of being right, there are always behaviours and edge cases that emerge once you ship the feature to 100% of customers. | ||
| 在用户成规模的使用产品之前，一切都是假说。你的团队在发布前所投入的 -- 用户访问，原型测试，定量分析，测试，等等 -- 都能大幅度支持你成功的可能性，一旦你将功能发布给所有的用户，总会出现产品行为（异常）和边缘情况。 |
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总会出现产品行为（异常）和边缘情况。 ->
总会出现产品行为（异常）和偏离的情况。
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| Teams often choose KPIs that directly reflect the positive outcomes they’re looking for, without considering the negative ways that those outcomes could be achieved. Once they start optimizing for those KPIs, they actually create output that is net bad for the company. | ||
| 团队经常选择能够直接反应他们正在寻求的正面结果的 KPIs，而不考虑实现这些结果的负面影响。一旦他们开始为这些 KPIs 优化，对于公司，他们实际上创造的是很糟糕的产出。 |
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| It may be unsatisfactory to many readers, but as far as I can tell there is no methodology for using these mental models. If you try and use them as a checklist — going through each and seeing if they apply them — you will end up doing to mental gymnastics that will confuse and frustrate you and those around you. | ||
| 对于读者来说，它可能并不让人很满意，但是据我所知，并没有使用这些思维模型的方法论。如果你试图将他们作为一个清单来使用 -- 逐个尝试每个，看看是否合适 -- 你最终会...(这里实在不知道怎么翻译，求校对的大神帮助)，这会让你和周围的人都感到困惑和沮丧。 |
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如果你试图将他们作为一个清单来使用 ……这会让你和周围的人都感到困惑和沮丧。->
如果你试图将他们作为一个清单来使用 —— 逐个尝试每一种方法来看看它们是否适用 —— 你最终会会发现你只是在做思维训练，这会让你和周围的人都感到困惑和沮丧。
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| Instead, they simply become part of your latticework, helping you make better decisions about product, and giving you the language to communicate the why behind complex decisions to your team. | ||
| 相反，它们成为了你的思维框架的一部分，帮助你做出更好的产品决策，并且给你提供了与团队沟通，以传达复杂决策背后原因的语言。 |
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并且给你提供了与团队沟通，以传达复杂决策背后原因的语言。->
并为您提供一种语言，以便为您的团队传达复杂决策背后的原因。
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@leviding 校对完成 |
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@zhmhhu 感谢帮忙校对～很赞～ |
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@EmilyQiRabbit 不客气^_^，新年快乐 O(∩_∩)O~~ 小姐姐可以帮忙校对下我的译文么，已经好久了都没校对完(✿◡‿◡) |
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@EmilyQiRabbit 已经 merge 啦~ 快快麻溜发布到掘金然后给我发下链接，方便及时添加积分哟。 掘金翻译计划有自己的知乎专栏，你也可以投稿哈，推荐使用一个好用的插件。 |
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@zhmhhu 新年快乐～你那篇文章我看已经有人校对了啊，似乎你修改下就可以 merge 了 |
@EmilyQiRabbit 其实还需要一个人校对才算完成。小姐姐我们加下微信吗？以后翻译的文章互相校对呗(✿◡‿◡) |
EmilyQiRabbit
deleted the
translation/Product-Management-Mental-Models-for-Everyone
branch
译文翻译完成，resolve #4622