What does the product manager need from Ideal to launch?

Hello, I’m Kevin. This is the 84th original post of 2019

After receiving the new task demand, the Product manager of the Internet team should make the demand from an Ideal to the launch of the product plan. Almost every product manager starts with “Looking for similar products.”

Through competitive product research, to obtain products recommended by colleagues, see how to do this kind of bulldozing? And how can it be improved? And then to ensure the success of the online module in their own tasks.

I particularly like product design cases from 0 to 1, which means exploration, trial and error, and uncertainty.

Since no one can say what is best to do during this period, a lot of demand will be generated by “beating the head”. It may come from the hot spot of the industry, the module of a popular product, etc. All kinds of: “Ideal”

In almost all of their careers, product managers I work with have used head-banging to solve a need. That is, “It feels better to do it this way”, “You see others doing it this way”. But experienced product managers with multiple cases or accumulated project cases make it reasonable to “beat your head”.

Let the team really go in the direction of quick trial and error and exploration.

Before a requirements review, almost every product manager was required by the product team I worked with to find time to brainstorm together. During this process we will have a number of ideas and creative ideas. But after the storm meeting, it was hard to get the Ideal to go live as a user usable module or product.

Several good optimizations cannot be implemented, allowing meetings or brainstorming sessions to become a formality. The main reason still depends on the product manager’s three abilities and consciousness: executive power, driving force, decision-making power and team consciousness

What are the criteria for these four abilities? Today I share some of my thoughts with you.

For anything to be successful, execution must be 100% mentioned and required.

In product managers’ Internet research and development work, execution, on the contrary, due to the company’s OKR or performance, leads to some interesting phenomena like:

“Only when my boss wants me to do” “Only when my boss wants me to do” “Only when my boss wants me to do”

Execution had a personal stake in the product manager at the beginning of the Ideal. If there is no long-term or short-term benefit, dystocia in Ideal.

With executive power, the product manager can execute: “I drew the prototype, I wrote the PRD, AND I reported the PPT”.

However, an Ideal still needs continuous promotion from demand to launch. In particular, each requirement involves resource associations.

For example, the customer service system also involves the training of the customer service department and the docking of operation personnel.

Especially in the workplace, because of “profit” issues. The driving force is most important on the demand line. This is especially true for cross-departmental links, which go live from 0 to 1. There is little short-term benefit and no way for collaboration departments to know the results.

Even when the demand is ready, it cannot be promoted. Product managers are still stuck in ideas

Many people’s first reaction is: leadership is a must

But for product managers, it’s like saying: Slap the head. When you don’t have the data, when no one has done this kind of product, it’s almost impossible to say that this is the right thing to do, to pull up the product numbers.

Dare to implement downstream of requirements: design, development, operation personnel, provide corresponding product training documents and operation skills.

This is the basic ability of a product manager to go from ideal to launch.

Communication can also be effective and inefficient. In communication, the need background and effective points behind the Ideal can not be expressed. Getting your team mates to understand and discuss these kinds of solutions is a basic product manager skill.

The scariest scenario is when one’s ideal is understood by others as another kind of need.

Therefore, expressiveness can help to quickly understand and concretize requirements. Get more people involved in assessing the difficulty and cost of implementing requirements.

In the process of product design, I encountered the scene of requirement being denied. Consider whether the team agrees with the solution.

And this team is mostly: product team, or even product development team

Once, because the saying “everyone is a product manager” became so popular, I learned that countless R&D teams believed that as long as everyone had the right to speak about the product, they voted to operate the R&D process based on requirements.

As for the voting teams, I have experienced them myself.

Therefore, the product manager should make reasonable use of the product team. At least, the whole scheme should be promoted and implemented only when it is tenable in the product team. Keep in mind that after more than half of the people oppose, you should continue to communicate your plan, not only the demand will not be online, but also the label of “disobedient and stubborn” may be made in the whole project.

Having been on a team and working habits in the Ideal Pool. Half a day will be spent every week to discuss the Ideal pool of each product line whether it can be productized or not, and summarize the needs of the Ideal that can be productized and manage the needs.

Then, according to the importance and urgency levels of the target requirements under the product business, the priority is divided from P0 to P4.

But it is because of execution, driving force and decision that these Ideal become a stepping stone for popular products

Any product, almost impossible to rely on a certain version become popular.

Therefore, only each iteration of the product can accommodate the small version from the ideal to the demand and gradually become the big version of the hit.

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