Today is the weekend, do not write technical article, write a thinking article about product manager, you can see the product partners, there is a warning effect.

As we all know, in enterprises, no matter outsourcing enterprises or Internet enterprises, product managers are crucial to the development of the company. However, although product managers of many small and medium-sized enterprises are in the position of product manager, they do not reach the quality and skills that product managers should have. Why? See the basic skills map for product managers below.

Note: Pictures from the Internet.

Do product managers really need to know so much? This is a must, and the skills shown above are the basic requirements for the product manager position.

Glacier attended N times of technology and product summits held by Internet giants, during which she knew a lot of technology and product leaders, without exception, for the product capability model, the above is really the most basic skills.

However, many small and medium-sized enterprise product managers do not meet the requirements of the above picture, it is difficult to do a good product manager, however, product manager to drag down the whole team, but very simple.

If the product manager wanted to drag down the team, he or she would have done it this way.

1. Lack of deep thinking about requirements

In the face of the various needs of customers, lack of in-depth thinking, conformity, even without any record, directly into the so-called design stage. Designed things unable to persuade the other members in the team, in the end, when the shield with the customer and the company leadership, “the customer said to do”, “said the leadership of XXX to do so”, even can perform like this, and work with r&d staff is certainly not great in my heart, even if the project forward, the product manager’s reputation is also finished, after it’s hard to cooperation, There is even the thought of team members leaving, leaving a deep impression on team members: pit!

2. Keep digging holes

Dig a pit constantly, pit oneself. The product documentation or requirements specification that was presented was full of bugs, or no product documentation or requirements specification at all, and the design was completely devoid of any meaningful notes. Some business details do not go to the depth of thinking, research and development personnel asked about the relevant details of the business, hemming and hawing, preamble does not follow the language, or on the spot temporary head to think of a plan, after all kinds of problems. On the other hand, r&d makes buggy things.

3. Not communicating the design clearly

As for the functional details in the design, there will be a lot of unnecessary repeated communication and explanation in the process of project advancement without complete marking. As a result, the R&D staff will go to the product manager almost every day to communicate with the product manager about the details of the business, which is a huge waste of time. However, they will say in turn that there is a problem with r&d efficiency (pure bullshit).

4. Taking things for granted

Do not root into the actual business and demand, do not follow up with real customers, do not deeply understand the status of customers. Demand is subjective. However, the product is not what the users want, or the requirements are not fully covered, and eventually, temporary fixes on the so-called design are left to the R&D, saying that the R&D is not developed yet.

5. Not exchanging messages

This has a number of products in a project manager in particular, each a product manager for the understanding of the needs of users and business is different, however, the product manager and product manager before the lack of depth of communication and thinking, multiple design a project, the business conflict points, research and development can not promote the work.

6. You’re afraid to take the blame

Always try to put the pot to others, after the original design is finalized, for some reason, found that their design seems to have some problems, then, secretly modify, do not tell the R & D, when there is a problem, directly say: R & D did not follow the design development. However, multiple front and back end developers agreed that the design had changed, and the product manager just wouldn’t admit it. Design draft version records can be traced back to the good, if there is no version record, it is bullshit!

7. The confirmed requirements can be changed at will

At the early stage, I thought I understood the customer’s needs, confirmed the design with the customer, and developed the corresponding functions. Later, I found that there seemed to be something wrong with the design, and I changed the design at will without communicating with the customer. However, the changes were not clearly marked out. When I handed them to the R&D staff, they all had to guess by themselves. Or you go to r&d and talk about business and requirements for a long time, but it doesn’t help. The design after modification confirms, the customer does not know, anyway pit is right.

8. Not being product conscious

From the ideological level, there is no awareness of making products and design. The design draft has no concept of version, and it is always modified at will on the current version. However, the r&d staff is always given the latest “draft” version, almost without any meaningful notes, and the r&d staff cannot see where the changes are. A change point can take up to half a day to discuss. When developers get impatient, they say something like, “Did you confirm with the customer? Check with the customer first. However, there was no follow-up. Wait until the test, ah, is the development did not modify ah! Researchers are also on fire.

The product manager performs one or two of the above points to ensure that the product or project is either delayed or fails!

Recommended reading:

  • 10 million product Manager opened my eyes to the position!

If you have any questions, you can leave a comment below or add me to wechat: SUN_shine_LYz. I will pull you into the group. We can exchange technology together, advance together, and make great force together