團(tuán)隊(duì)管理新思考

andrew wong安德魯·黃 Follow跟隨 Sep 4 九月4

There is a need for a new space to think, discuss, and act. This need are being felt by the majority of AI / ML / Data Product Managers out there. They are exhausted by the ever increasing data volume, velocity, variety, variability, and veracity. This has created a sense of loss touch — what we are building is no longer grounded on what is needed or desired.

?這里是一個(gè)需要新的空間來思考，討論，并采取行動(dòng)。 那里的大多數(shù)AI / ML /數(shù)據(jù)產(chǎn)品經(jīng)理都意識(shí)到了這一需求。 不斷增加的數(shù)據(jù)量，速度，多樣性，可變性和準(zhǔn)確性使他們筋疲力盡。 這產(chǎn)生了一種失落感—我們正在構(gòu)建的內(nèi)容不再基于需要或期望的內(nèi)容。

This is what we called, and hope to further discuss in this article — the experiential gap.

這就是我們所說的，并希望在本文中進(jìn)一步討論-體驗(yàn)差距。

This experiential gap often separates the product developers who are building products from the people who are using them. The current ways of closing this experiential gap are through a few common product management toolkits such as:

這種經(jīng)驗(yàn)上的差距通常會(huì)使正在構(gòu)建產(chǎn)品的產(chǎn)品開發(fā)人員與正在使用產(chǎn)品的人員分開。 縮小這種經(jīng)驗(yàn)差距的當(dāng)前方法是通過一些通用的產(chǎn)品管理工具包，例如：

• User Research: User research are mostly focus on gathering information through understanding users needs, behaviors, aspirations, and jobs-to-be -done. The ultimate outcome of user research is to find that magical sweetspot of where and when users open up their wallet, and purchase / subscribe to our service.
  用戶研究：用戶研究主要集中在通過了解用戶的需求，行為，志向和即將完成的工作來收集信息。 用戶研究的最終結(jié)果是找到用戶打開錢包，購買/訂閱我們的服務(wù)的神奇地點(diǎn)。
• HEART Framework: The original framework comes from Google product teams. This framework helps them to define quality user experience, and product goals. From each category — imagine this in rows; there are five categories i.e. happiness, engagement, adoption, retention, and task success. And, we will need to run through across — imagine this in columns; there are goals, signal, and metrics process.
  HEART框架：原始框架來自Google產(chǎn)品團(tuán)隊(duì)。 該框架可幫助他們定義優(yōu)質(zhì)的用戶體驗(yàn)和產(chǎn)品目標(biāo)。 在每個(gè)類別中-逐行想象； 有五個(gè)類別，即快樂，敬業(yè)度，采用率，保留率和任務(wù)成功率。 而且，我們將需要遍歷所有內(nèi)容-在專欄中想象； 有目標(biāo)，信號(hào)和指標(biāo)過程。

Google HEART FrameworkGoogle HEART框架

• Product Roadmap: A typical product roadmap communicates the Why and What of the product teams in the next 3–12 months (and sometimes longer). Most of the time, it is a live document, updated whenever there is executive directional changes, reaction to competitive moves, or more often by conscious design and hard work in making the roadmap.
  產(chǎn)品路線圖：典型的產(chǎn)品路線圖傳達(dá)了未來3到12個(gè)月(有時(shí)甚至更長(zhǎng))的產(chǎn)品團(tuán)隊(duì)的原因和內(nèi)容。 在大多數(shù)情況下，它是一份實(shí)時(shí)文檔，每當(dāng)執(zhí)行人員有方向性變化，對(duì)競(jìng)爭(zhēng)舉措有React時(shí)或更經(jīng)常通過有意識(shí)的設(shè)計(jì)和制定路線圖的辛勤工作進(jìn)行更新。

An Example of Product Roadmap產(chǎn)品路線圖示例

• User Journey Exercise: A user journey exercise is an illustration of user interaction with the product / service in key moments and touch-points. For product teams, it is considered as an useful tool to empathize user’s point of view. From here, product teams can better design forward experience to fulfill customer needs, pain points or jobs to be done.
  用戶旅程練習(xí)：用戶旅程練習(xí)說明了用戶在關(guān)鍵時(shí)刻和接觸點(diǎn)與產(chǎn)品/服務(wù)的交互。 對(duì)于產(chǎn)品團(tuán)隊(duì)來說，它被視為是一種移情用戶觀點(diǎn)的有用工具。 從這里，產(chǎn)品團(tuán)隊(duì)可以更好地設(shè)計(jì)前瞻性經(jīng)驗(yàn)，以滿足客戶的需求，痛點(diǎn)或要完成的工作。

User Journey Exercise用戶旅程練習(xí)

The above toolkits are useful in its own rights, and they have proven to be successfully applied in large organizations, and start-ups as well. Over the past three years, we have been researching, and cobbling through a couple data product development side gigs with a few passionate product managers — what we realized is quite startling. The experiential gap continues to widen as users becoming more demanding, ever-changing, and re-thinking their relationships with the companies who are selling them products or services.

上面的工具包本身就很有用，并且已被證明可以成功應(yīng)用于大型組織和初創(chuàng)企業(yè)。 在過去的三年中，我們一直在與幾位熱情的產(chǎn)品經(jīng)理一起研究數(shù)據(jù)，并通過幾個(gè)數(shù)據(jù)產(chǎn)品開發(fā)方面的工作使我們大吃一驚-我們意識(shí)到這是相當(dāng)驚人的。 隨著用戶變得越來越苛刻，不斷變化并重新考慮與銷售產(chǎn)品或服務(wù)的公司之間的關(guān)系，經(jīng)驗(yàn)差距繼續(xù)擴(kuò)大。

What can we do about it?

我們對(duì)于它可以做些什么呢？

There is a way we can experiment forward. Surprisingly, it is hidden in plain sight to many of us who have been in the crazy start-ups world, in the demanding product management, and in the rapid software development cycle.

?這里是我們可以試驗(yàn)前進(jìn)的道路。 令人驚訝的是，對(duì)于我們?cè)S多人來說，它已經(jīng)隱藏在瘋狂的初創(chuàng)企業(yè)世界，苛刻的產(chǎn)品管理以及快速的軟件開發(fā)周期中了。

This is the New Geometry of Building Data Products — it is built on the confluence of Design Thinking, Design Sprinting, and Agile Development.

這是建筑數(shù)據(jù)產(chǎn)品的新幾何-它建立在設(shè)計(jì)思維，設(shè)計(jì)沖刺和敏捷開發(fā)的融合之上。

We are still learning as we go — as we attempt to close this experiential gap between the product developers and users. We attempt to find that right balance. We believe the confluence power of Design Thinking, Design Sprinting, and Agile Development will help us pivoting into a new space to think, discuss, and act.

我們一直在學(xué)習(xí)中-試圖縮小產(chǎn)品開發(fā)人員和用戶之間的經(jīng)驗(yàn)差距。 我們?cè)噲D找到適當(dāng)?shù)钠胶狻?我們相信設(shè)計(jì)思維，設(shè)計(jì)沖刺和敏捷開發(fā)的融合力量將幫助我們進(jìn)入一個(gè)新的思維，討論和行動(dòng)空間。

A new space to think means we are taking time to delve into the real problems, challenges, and potential resolutions.

一個(gè)新的思考空間意味著我們要花時(shí)間去研究實(shí)際的問題，挑戰(zhàn)和潛在的解決方案。

A new space to discuss means we have a dedicated, respectful workspace or forum where interactions are encouraged and challenged.

一個(gè)新的討論空間意味著我們擁有一個(gè)專門的，受人尊敬的工作區(qū)或論壇，在這里鼓勵(lì)和挑戰(zhàn)互動(dòng)。

A new space to act means we are ready to prototype and ask for validation and feedback from the users, and response to their feedback.

一個(gè)新的行動(dòng)空間意味著我們已經(jīng)準(zhǔn)備好進(jìn)行原型設(shè)計(jì)，并要求用戶進(jìn)行驗(yàn)證和反饋，并響應(yīng)他們的反饋。

The New Geometry of Building Data Products建筑數(shù)據(jù)產(chǎn)品的新幾何

The next few paragraphs will serve as a short tribute, and what we think about Design Thinking, Design Sprinting, and Agile Development.

噸他下面幾段將作為一個(gè)短貢品，和我們想的設(shè)計(jì)思想，設(shè)計(jì)短跑和敏捷開發(fā)。

Design Thinking helps us to move beyond the monologue of corporate research; it is about moving further towards into customer insights gained from real-world experiments to meet unmet needs of the customers. It is about deep interest of the people for whom we are designing these products. There are 7 Design Thinking Principles that have served us well:

設(shè)計(jì)思維可以幫助我們超越公司研究的獨(dú)白。 這是關(guān)于進(jìn)一步從真實(shí)世界的實(shí)驗(yàn)中獲得客戶見解，以滿足客戶未滿足的需求。 我們?yōu)檫@些產(chǎn)品設(shè)計(jì)人員的深切興趣。 有7項(xiàng)設(shè)計(jì)思維原則為我們服務(wù)良好：

Being human-centered in the way we re-imagined and build product.

以人為本，以我們重新構(gòu)想和生產(chǎn)產(chǎn)品的方式。

We empathize to understand the world around us.

我們有同情心去了解我們周圍的世界。

Expansive & connective thinking.

廣泛而結(jié)實(shí)的思維。

We iterative to pivot forward.

我們不斷向前邁進(jìn)。

A bit of creative playfulness helps.

一點(diǎn)創(chuàng)造性的嬉戲會(huì)有所幫助。

Experimentation.

實(shí)驗(yàn)。

Prototype-driven.

原型驅(qū)動(dòng)。

Design Sprinting is fast and get ideas through real customer testing without large investment of time and money. It is time-bounded process for answering critical customer and business questions. There are 7 Design Sprinting Principles that have served us well:1. Be focused.

Design Sprinting速度很快，可以通過真實(shí)的客戶測(cè)試獲得想法，而無需花費(fèi)大量時(shí)間和金錢。 這是回答關(guān)鍵客戶和業(yè)務(wù)問題的有時(shí)限的過程。 有7條設(shè)計(jì)沖刺原則為我們服務(wù)良好：1。 集中精神。

2. Be smart in managing energy & time.

2.精于管理能量和時(shí)間。

3. Be ready to swing between problem-solution space.

3.準(zhǔn)備在問題解決空間之間搖擺。

4. Jumping for fun.

4.跳開心。

5. Build for test

5.進(jìn)行測(cè)試

6. Be perfect at 80%

6.完美80％

7. Log data furiously

7.瘋狂地記錄數(shù)據(jù)

Agile Development is an iterative, incremental approach to deliver value to customers. The 4 core values of Agile Development that have served us well: 1. Individuals and interactions over processes and tools.

敏捷開發(fā)是一種迭代的，漸進(jìn)的方法，可以為客戶提供價(jià)值。 為我們服務(wù)的敏捷開發(fā)的4個(gè)核心價(jià)值：1.流程和工具上的個(gè)人和交互。

2. Working software over comprehensive documentation

2.工作軟件勝過完整的文檔

3. Customer collaboration over contract negotiation.

3.客戶通過合同談判進(jìn)行協(xié)作。

4. Responding to change over following a plan

4.響應(yīng)計(jì)劃變更

We are taking a pit-stop here. This is necessary in order to give you the space to think, and reflect on what you have read through so far. In the next article of this series, we will start to join the imaginary dots of Design Thinking, Design Sprinting, and Agile Development that leads to The Better Science Team Way of Work (WoW).

我們?cè)谶@里進(jìn)站。 這是必要的，以便為您提供思考的空間，并反思您到目前為止所讀的內(nèi)容。 在本系列的下一篇文章中，我們將開始加入設(shè)計(jì)思維，設(shè)計(jì)沖刺和敏捷開發(fā)的假想點(diǎn)，這些點(diǎn)導(dǎo)致了“更好的科學(xué)團(tuán)隊(duì)工作方式(WoW)”。

If you want your product design and development to be relevant and stay grounded — try to build and deepen your understanding of Design Thinking, Design Sprinting, and Agile Development. Let us know how it went. Do you have your own thoughts about this, or advice to share? Write to us in the comment section, we shall meet you again in the next article of this series!

如果您希望產(chǎn)品設(shè)計(jì)和開發(fā)與時(shí)俱進(jìn)并保持扎根-請(qǐng)嘗試建立并加深對(duì)設(shè)計(jì)思維，設(shè)計(jì)沖刺和敏捷開發(fā)的理解。 讓我們知道進(jìn)展如何。 您對(duì)此有自己的想法或建議嗎？ 在評(píng)論部分給我們寫信，我們將在本系列的下一篇文章中再次與您見面！

翻譯自: https://medium.com/thebetterscienceteamcompany/there-is-a-need-for-a-new-space-to-think-discuss-and-act-adc01b57d4d1

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