使命愿景價值觀

by Steve

史蒂夫(Steve)

為什么在制作產品時應該專注于愿景，價值，風險和先例 (Why you should focus on vision, value, risk, and precedent when making your product)

幾周前，產品開發人員John Cutler發表了一篇出色的文章，名為《 40個產品路線圖問題》 。 (A few weeks ago, the Product Developer John Cutler published an excellent post called 40 Product Roadmap Questions to ask.)

You should check it out. And read on.

你應該檢查一下。 繼續閱讀。

As an Agile Coach, I frequently train Product Owners away from their traditional behaviours and I took a keen interest in the list of questions because it was not theoretical.

作為敏捷教練，我經常訓練產品負責人擺脫他們的傳統行為，并且我對問題清單非常感興趣，因為這不是理論上的問題。

It was a legitimate tool to drive hard but valuable product conversations. The more I studied it, the more I could see a few patterns forming; every question could be distilled into one of four categories.

它是進行艱難但有價值的產品對話的合法工具。 我研究得越多，就越能看到一些模式的形成。 每個問題都可以歸納為四個類別之一。

• Vision: The faculty of being able to see; to think or plan about the future with imagination

  愿景 ：能夠看到的能力； 用想象力思考或計劃未來

• Risk: Exposed to harm or loss

  風險 ：遭受傷害或損失

• Precedent: An earlier event that is regarded as an example or guide to be considered in subsequent similar circumstances.

  先例 ：較早的事件，在以后的類似情況下被視為示例或指南。

• Value: Estimate the worth of

  價值 ：估算價值

By categorising your questions we can deduce a lot about you product.

通過對您的問題進行分類，我們可以得出有關您產品的很多信息。

您有關Precedent＆Vision的大多數問題已得到回答 (Most of your questions about Precedent & Vision have been answered)

This most commonly occurs when an entrepreneur or a product owner has a track record of success and has just been struck with a bolt of inspired lightning, or, more dangerously, is reacting emotionally to market events.

最常見的情況是企業家或產品所有者擁有成功的記錄，并且剛被閃電般的閃電擊中，或者更危險地是對市場事件做出情感React。

This product often uses hope as a tactic and is not supported by a strong risk management profile or a value proposition. The product or service will throw large amounts of investment into marketing to try and justify the Vision as unique.

該產品通常將希望作為一種策略 ，并且沒有強大的風險管理資料或價值主張的支持。 該產品或服務將投入大量資金用于營銷，以試圖證明Vision是獨一無二的。

Any challenges will be waved away as not understanding the founder’s dream or not thinking far enough forward. A benefits case will often be hugely ambitious referencing large swathes of the market currently under-served. It is likely, the product will refer to a market that doesn’t even exist at present. It is highly unlikely to pass due diligence but will rest on the charisma of the Product Owner.

如果不了解創始人的夢想或沒有足夠深遠的思考，任何挑戰都會蕩然無存。 福利案例通常會涉及到目前服務不足的廣闊市場而雄心勃勃。 該產品可能會針對目前甚至不存在的市場。 通過盡職調查的可能性很小，但將取決于產品所有者的魅力。

例子 (Examples)

• Of course the music streaming service Tidal will be a success, Spotify is doing well and everything Jay Z touches is gold!
  當然，音樂流媒體服務Tidal將取得成功，Spotify表現出色，Jay Z接觸到的一切都是黃金！
• Theranos was best known for its false claims to have devised revolutionary blood tests that used very small amounts of blood.
  Theranos最出名的是其虛假主張，它設計了革命性的驗血方法，僅使用了很少量的血液。

您有關風險和先例的大多數問題已得到解答 (Most of your questions about Risks and Precedent have been answered)

This type of product demonstrates a tentative approach by the Product Owner. It could be that within a startup the company is bootstrapping or a consultancy is seeking to build a relationship with a client. It is best described as softly softly catchee monkey where a team progress towards a goal using the proven route. This worked in the past, we completely understand the risks, let’s not deviate too much from the norm.

此類產品展示了產品負責人的嘗試性方法。 可能是在一家初創公司內部，公司正在自舉，或者咨詢公司正在尋求與客戶建立關系。 最好形容為輕柔地捉住猴子 團隊使用成熟的路線朝著目標前進的方向。 在過去的工作中，我們完全理解了風險，我們不要偏離標準太多。

The danger with a Risk-Precedent model is that you produce Microsoft Word 2007followed by Microsoft Word 2010. If you are not the market incumbent then it can be very hard to displace the current champion with a strategy based on Risk management and Precedent. In the words of Walter Gretzsky to his son; don’t skate to where the puck is, skate where the puck is going to be.

先行風險模型的危險在于，您將產生Microsoft Word 2007，隨后是Microsoft Word2010。如果您不是市場上的老大，那么采用基于風險管理和先行者的策略來取代當前的冠軍可能非常困難。 用沃爾特·格雷茨斯基(Walter Gretzsky)的話對他的兒子說： 不要滑到冰球在哪里，要滑冰在哪里。

In European football we prize forwards who can predict the flow of play and make space for themselves to capitalise on opportunities. We expect a certain level of confidence and prescience in the player to predict the future and move to meet it.

在歐洲足球比賽中，我們獎勵那些可以預測比賽流程并為自己把握機會的空間的前鋒。 我們期望玩家有一定的信心和前瞻性來預測未來并朝著未來邁進。

The team at Ia Writer had to trust in their Vision that the additional toggles and features of a typewriter program did not offer additional Value. They broke precedent to capitalise on a new market sector; minimalist writing apps and distraction-free productivity.

Ia Writer的團隊必須相信他們的愿景，即打字機程序的其他切換和功能不會提供額外的價值。 他們開創了利用新市場領域的先例。 極簡的編寫應用程序和無干擾的生產力。

例 (Example)

• You know what is better than CCleaner 2.31? CCleaner 2.32!
  您知道什么比CCleaner 2.31更好嗎？ CCleaner 2.32！

您的大多數問題“價值和愿景”都得到了回答 (Most of your questions Value and Vision have been answered)

This type of product has a strong vision and value profile which generates confidence. The cliche hallmark is a young teenage/hacker who can see the future and is frantically coding towards that goal.

這類產品具有很強的遠見和價值特征，可以產生信心。 這個陳詞濫調的標志是一個年輕的青少年/黑客，他可以看到未來，并且正在為實現這一目標而瘋狂??。

The Zuckerberg Effect. Or, for those older, the Tom from Myspace effect. Or for those even older, the Bill Gates effect. Or, the Alexander Hamilton effect since he was only 21 when he signed the Declaration of Independence. True story.

扎克伯格效應。 或者，對于年齡較大的人，使用Myspace的Tom效果。 甚至對于年齡更大的人，比爾·蓋茨效應。 或者，亞歷山大·漢密爾頓(Alexander Hamilton)簽署獨立宣言時只有21歲，因此產生了影響。 真實的故事。

This sounds fantastic! What are the drawbacks I hear you say?

聽起來很棒！ 我聽到你說什么弊端？

Ultimately, we cannot avoid the grown-up activities of good risk management and due diligence. Every project management framework encourages the team to review past projects to give the team the greatest chance of success.

歸根結底，我們不可避免地要避免進行良好的風險管理和盡職調查。 每個項目管理框架都鼓勵團隊回顧過去的項目，從而為團隊提供最大的成功機會。

Attempts to de-risk can seem stifling to a product team excited by a Vision and supported by a Value statement but hubris can have terrible side-effects. In military intelligence we counter this negative approach by using the 7 Questions Combat Estimate. The first question is always

受到Vision激勵并獲得Value聲明支持的產品團隊似乎難以承受降低風險的風險，但自負可能會帶來可怕的副作用。 在軍事情報中，我們通過使用“ 7個問題作戰估計”來對付這種消極的方法。 第一個問題總是

What is the enemy doing and why?

敵人在做什么，為什么？

The reason we prioritise this question first is because the other 6 questions are about our Vision and the Value of the operation, they are plans; but none of that will be important if the enemy completely counter our actions or surprise us. We risk manage before we execute.

我們之所以優先考慮此問題，是因為其他6個問題與我們的愿景和運營價值有關，它們是計劃； 但是，如果敵人完全反對我們的行動或使我們感到驚訝，這些都不重要。 在執行之前，我們會冒險進行管理。

Risk Management is the mark of a mature Product Team who have moved beyond wantrepreneurism.

風險管理是成熟的產品團隊的標志，他們已經超越了企業家精神。

您有關風險和價值的大多數問題已得到回答 (Most of your questions about Risk and Value have been answered)

This situation arises when a company is producing derivative products; they use lagging indicators from the market and quantitative data to drive product decisions. Pepsi Max was a success so we will develop Coca Cola Zero. The product is characterised by a lack of a Vision or strong original concept.

當公司生產衍生產品時就會出現這種情況。 他們使用來自市場的落后指標和定量數據來驅動產品決策。 百事可樂(Pepsi Max)是成功的，所以我們將開發可口可樂零。 該產品的特點是缺乏遠見或強烈的原創概念。

The team without a Vision that can talk authoritatively about Value and have an excellent risk management strategy are producing a derivative product.

沒有遠見卓識的團隊可以權威地談論價值并擁有出色的風險管理策略，他們正在生產衍生產品。

There is no shame in that. Maybe they are bringing a product to a new geographic market. Or they have cloned a competitor product.

這沒有什么可恥的。 也許他們正在將產品帶入新的地理市場。 或者他們已經克隆了競爭對手的產品。

There was a point in my first startup, Wallept, when we were pitching investors after a successful run in the European accelerator Startup Bootcamp. The founder and lead developer proudly stood on stage and displayed a gorgeous electronic loyalty application. It let you ditch loyalty cards in your wallet for a single application.

在我的第一個初創公司Wallept的一個意義上，當我們在歐洲加速器Startup Bootcamp成功運行后向投資者推銷時。 創始人和首席開發人員自豪地站在舞臺上，展示了精美的電子忠誠度應用程序。 它使您可以將錢包中的會員卡扔掉以進行單個應用程序。

The VC’s blinked. Then one raised his hand.

VC閃爍。 然后一個人舉起了手。

There are 500 startups around the world doing the exact same thing…

全球有500家初創公司在做同樣的事情……

30 of them in London alone.

僅在倫敦就有30人。

How do I invest in you guys?

我如何投資你們？

We didn’t have an answer. There wasn’t one. We were a derived product with no unique IP, no rock star coding team, no track record of success and no flourishing customer list. Our product was based on the Value of the market and even our risk management profile was weak.

我們沒有答案。 沒有一個。 我們是一個衍生產品，沒有獨特的IP，沒有搖滾明星編碼團隊，沒有成功的往績，也沒有繁榮的客戶群體。 我們的產品基于市場價值，甚至我們的風險管理狀況也很薄弱。

We knew, deep down, Wallept was finished in the European and U.S markets.

我們深知，Wallept在歐洲和美國市場已經完工。

The risk with a derived product is that sometimes the boat has sailed. Not every market has second mover advantage. Manifest destiny only worked for people who set off prior to 1850. After 1900 the winners were decided, everything after that was an inheritance game.

衍生產品的風險是有時船會航行。 并非每個市場都有先發優勢。 清單命運僅適用于1850年之前出發的人。1900年后決定了獲勝者，此后的一切都是繼承游戲。

這一切都很棒，史蒂夫，但是我在現實生活中會做什么？ (This is all awesome Steve, but what do I do in real life?)

If you can go through the 40 Questions supplied above and honestly evaluate your product for Value, Risk, Precedent and Vision then you will have a much greater chance of success whether you are launching from within a startup or within a billion dollar enterprise company.

如果您能夠通過上面提供的40個問題并誠實地評估您的產品的價值，風險，先例和遠見，那么無論您是從一家初創公司還是一家十億美元的企業公司中啟動，您都有更大的成功機會。

史蒂芬·費尼 ( Steven Feeney)是Sure Summit獨立顧問的敏捷教練，也是倫敦大學的客座講師。 他還是@FreeCodeCamp的驕傲贊助商。 (Steven Feeney is an Agile Coach at Sure Summit Independent Consultants and guest lecturer at the University of London; he is also a proud sponsor of @FreeCodeCamp.)

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翻譯自: https://www.freecodecamp.org/news/new-product-owner-use-john-cutlers-40-questions-to-steer-your-product-ship-9b8a81caa7f4/

使命愿景價值觀