無論如何，“最小可行產品”實際上是什么意思？ (What does “Minimum Viable Product” actually mean, anyway?)

伊隆·馬斯克(Elon Musk)提出一個令人困惑的想法 (Elon Musk on making sense of a confusing idea)

Even the experts are confused by what Minimum Viable Product actually means:

甚至專家也對最低可行產品的實際含義感到困惑：

Eric Ries: “One of the most important lean startup techniques is called the minimum viable product. Its power is matched only by the amount of confusion that it causes, because it’s actually quite hard to do. It certainly took me many years to make sense of it.” (Minimum Viable Product: a guide)
Eric Ries ：“最重要的精益啟動技術之一就是最小可行的產品。它的功能僅與它引起的混亂程度相匹配，因為它實際上很難做到。我當然花了很多年才明白這一點。” ( 最低可行產品：指南 )
Marty Cagan: “One of the most important concepts in all of software is the notion of minimum viable product (often referred to as “MVP”.) But if you’ve been around software products for a while, you know that term is used in many different ways, and while the term intuitively resonates with people, there’s often a lot of confusion about what this really means in practice.” (Minimum Viable Product)
Marty Cagan ：“在所有軟件中，最重要的概念之一就是最低限度可行產品的概念(通常稱為“ MVP”。)但是，如果您使用軟件產品已有一段時間，您就會知道使用了該術語。盡管有很多不同的方式，而且這個詞在直覺上引起了人們的共鳴，但在實踐中這實際上意味著什么常常引起很多困惑。 ( 最低可行產品 )
Steve Blank: “This minimum feature set (sometimes called the “minimum viable product”) causes lots of confusion. Founders act like the ‘minimum’ part is the goal. Or worse, that every potential customer should want it.” (Perfection by Subtraction — The Minimum Feature Set)
史蒂夫·布蘭克 ( Steve Blank) ：“這個最小功能集(有時稱為“最小可行產品”)引起了很多混亂。創始人的行為就像“最小”部分是目標。更糟糕的是，每個潛在客戶都應該想要它。” ( 通過減法完善-最小特征集 )

There are two exceptional quotes that helped me understand and apply the often confusing principle of MVP effectively in my startup:

有兩個特殊的報價可以幫助我在啟動時有效地理解和應用MVP經常令人困惑的原理：

“You’re selling the vision and delivering the minimum feature set to visionaries not everyone.” — Steve Blank

“您正在出售愿景，并為愿景者而不是所有人提供最低限度的功能。” —史蒂夫·布蘭克

“An MVP is a down payment on a larger vision.” — Johnny Holland

“ MVP是更大視野的首付。” 約翰尼·荷蘭

簡化的三步MVPCraft.io (A Simplified 3-Step MVP Process)

I’ve taken the complex Lean, Agile and Guerrilla methodologies and distilled the MVP process to 3 steps:

我采用了復雜的精益，敏捷和游擊方法，并將MVP流程精簡為3個步驟：

Start with a single, simple product solving a tiny sub-set of a Grand Problem;
從一個簡單的產品開始，解決一個小問題的一個小問題。
Keep iterating, while constantly solving bigger, related problems en route to solving the Grand Problem;
不斷迭代，同時不斷解決更大的相關問題，以解決“大問題”；
Constantly communicate the vision of the Grand Problem that will be solved.
不斷傳達將要解決的重大問題的愿景。

Let’s use the evolution of light to illustrate how this works.

讓我們用光的演化來說明它是如何工作的。

重大問題：人類在黑暗中需要廉價，有效的照明 (Grand Problem: Humanity needs cheap, effective lighting during darkness)

1st MVP: Fire. Humans witnessed how lightning from the skies could ignite forests and create fire. After experimenting by rubbing sticks together, they created their own fire. Problem solved. But fire isn’t particularly portable.

第一名MVP：射擊。 人類目睹了天空的閃電如何點燃森林并引起火災。通過將木棍摩擦在一起進行實驗后，他們創造了自己的火力。問題解決了。但是火并不是特別容易攜帶。

2nd MVP: Oil Lamps, Candles & Gas Lights. Now humans could carry light with them as they moved about their business. Problem solved. But candles and gas lights aren’t particularly bright and the slightest breeze blows them out.

第二個MVP：油燈，蠟燭和煤氣燈 。現在，人們在開展業務時可以隨身攜帶光。問題解決了。但是蠟燭和煤氣燈并不是特別明亮，微風將它們吹滅。

3rd MVP: Incandescent Light Bulbs. Early light bulbs were battery powered and were more reliable than a flickering candle. Problem solved. But as cities grew in size, the demand for more widespread lighting grew. The national grid had not yet been constructed.

第三名MVP：白熾燈泡 。早期的燈泡由電池供電，并且比閃爍的蠟燭更可靠。問題解決了。但是隨著城市規模的擴大，對更廣泛的照明的需求也在增長。國家網格尚未構建。

4th MVP: Widely Available Electricity. In order to transmit electricity over long distances, AC and transformers were developed. Thermal power stations were built to meet massive demand. Problem solved. But as the world’s electricity demand increases, alternatives are required.

第四屆MVP：電力供應廣泛 。為了長距離傳輸電力，開發了交流電和變壓器。火力發電廠的建造是為了滿足大量需求。問題解決了。但是，隨著世界電力需求的增長，需要替代方案。

5th MVP: Solar Power. Lower wattage light bulbs replace the original incandescent light bulbs while solar panels become more efficient and cheaper to produce. Problem solved. But solar solutions are still relatively expensive and adoption too low to be able to turn off the national grid.

第五屆MVP：太陽能 。瓦數較低的燈泡代替了原來的白熾燈泡，而太陽能電池板變得更加高效且生產成本更低。問題解決了。但是太陽能解決方案仍然相對昂貴，采用率太低，無法關閉國家電網。

6th MVP: A Planet Powered Solely by the Sun. Highly efficient batteries can be charged solely by cheap and ubiquitous solar panels. At this point it becomes possible to remove our dependence on fossil fuels. We’re not quite there yet.

第六屆MVP：僅由太陽驅動的行星 。高效的電池只能通過廉價且普遍存在的太陽能電池板充電。在這一點上，有可能消除我們對化石燃料的依賴。我們還沒到那兒。

As the founder of an early-stage company or product, you have a clear vision of the Grand Problem (MVP6) you are solving. But you’re way ahead of your market (or at least you should be).

作為早期公司或產品的創始人，您對要解決的大問題(MVP6)有清晰的認識。但是您要領先于市場(或者至少應該如此)。

To be successful, it is your responsibility to chunk up the journey from where the world is now to where you want us to be. How will you release feature sets that take us from what can be delivered today, while communicating the future truth of your vision?

為了獲得成功，您有責任分擔從當今世界到您希望我們成為的地方的旅程。您如何發布功能集，使我們從今天可以提供的功能中脫穎而出，同時傳達您的愿景的未來真理？

Elon Musk is an entrepreneur who is exceptional at the 3-step MVP process.

伊隆·馬斯克(Elon Musk)是一位企業家，在三步MVP流程中表現出色。

Start with a simple product solving a tiny problem. He launched an electric car, which — in less than 3 years — became the world’s best-selling plug-in electric car.
從解決一個小問題的簡單產品開始。 他推出了一款電動汽車，在不到3年的時間內，它成為了世界上最暢銷的插電式電動汽車。
Keep iterating, while constantly solving bigger problems. Battery life keeps improving so that cars drive further, performance improves: 60mph in 2.28 seconds, self-driving technology reduces accidents, Tesla Part 2 introduces electric busses and trucks, the Tesla merger with Solar City and the imminent completion of Gigafactory.
不斷迭代，同時不斷解決更大的問題。 電池壽命不斷提高，從而使汽車進一步行駛，性能得到改善：2.28秒內達到60英里/小時，自動駕駛技術減少了事故發生，特斯拉第2部分引入了電動公共汽車和卡車，特斯拉與太陽能城的合并以及即將竣工的Gigafactory。
Constantly communicate the vision of the Grand Problem. Musk’s ultimate vision is a planet powered entirely by the sun and eventually multi-planet habitation. He is not the world’s best communicator. Many of his speeches are awkward (he is getting better with time). But he has captured the world’s attention because he constantly communicates his vision, while delivering MVPs along the journey.
不斷傳達大問題的愿景 。馬斯克的終極愿景是完全由太陽驅動并最終由多行星居住的行星。他不是世界上最好的溝通者。他的許多演講都很尷尬(隨著時間的推移，他會越來越好)。但是他之所以引起全世界的關注，是因為他不斷傳達自己的愿景，同時在旅途中交付MVP。

Imagine if Musk had started solving his Grand Problem by building Gigafactory (bypassing Tesla and Solar City). He might have launched with an MVP that produces 1 battery per month. His idea would go nowhere, because he hasn’t taken us the journey from where we are now to where he can see we need to be. His MVP would not be viable.

想象一下，馬斯克是否已通過建造Gigafactory(繞過特斯拉和太陽城) 開始解決他的“大問題”。他可能啟動了一個MVP，該MVP每月可生產1個電池。他的想法無濟于事，因為他沒有帶我們走過從我們現在到他可以看到的地方的旅程。他的MVP將不可行。

Entrepreneurs very often make the mistake of starting with the Grand Problem. They then deliver an MVP, but the market doesn’t respond because they haven’t taken us on the required journey. The result? An unviable MVP, which often results in a pivot.

企業家常常會犯從大問題開始的錯誤。然后，他們提供了MVP，但是市場沒有回應，因為他們沒有按照我們的要求行事。結果？最不可行的MVP，通常會導致數據透視。

實踐中簡化的三步MVP流程 (Simplified 3-Step MVP Process in Practice)

Let’s say that you have launched your product. A handful of customers have signed up for your initial release. Your analytics tell you that there are downloads. But you also notice that engagement sucks. Your financial projections far exceed the usage you anticipated.

假設您已經發布了產品。少數客戶已經注冊了您的初始版本。您的分析告訴您有下載。但您也注意到訂婚很糟糕。您的財務預測遠遠超出了您的預期使用。

Contrary to popular belief, this is usually not a disaster.

與普遍的看法相反，這通常不是災難。

The good news is that people will sign up based on some portion of your vision. That’s the first step in validating your market. It’s at this point that the product strategist must get out of the office, talk to customers, and understand the situation:

好消息是，人們將根據您的愿景的一部分進行注冊。這是驗證您的市場的第一步。此時，產品策略師必須離開辦公室，與客戶交談并了解情況：

Exactly what part of your vision initially captured their attention?
您最初的視野中哪一部分吸引了他們的注意力？
What exactly makes your product difficult to use in getting towards the vision?
究竟是什么使您的產品難以使用？
Is there someone else who is doing this better than you are? How are they doing it differently?
還有其他人比你做得更好嗎？他們的做法有何不同？
Is the problem that customers want to solve different to the problem you’re solving?
客戶要解決的問題是否與您要解決的問題不同？

This is a systematic meaning and sense-making process. It is a scientific process which relies on data and well-defined metrics. But the process is guided by the vision of the artist who imagines a better and more fulfilling future. Not only can the artist see the future, but they can see the path down which we need to travel to get to that future. And they know which MVPs to deliver as stepping stones to move us from here to there.

這是一個系統的意義和感覺過程。這是一個依靠數據和定義明確的指標的科學過程。但是這個過程是由藝術家的愿景指導的，他的愿景是想象一個更好，更充實的未來。藝術家不僅可以看到未來，而且可以看到我們走向那個未來需要走的路。他們知道哪些MVP可以作為墊腳石，將我們從這里帶到那里。

That is my understanding of what makes a Viable Minimum Viable Product.

這就是我對什么是可行的最低可行產品的理解。

Ravi Vadrevu is the CEO & Founder of Kriya— the messaging platform where you instantly hire product contractors that work by the sprint.

Ravi Vadrevu是Kriya (該消息傳遞平臺)的首席執行官兼創始人。在該平臺中，您可以立即雇用按沖刺工作的產品承包商。