團隊管理新思考
andrew wong 安德魯·黃 Follow 跟随 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.
Ť這裡是一個需要新的空間來思考，讨論，并采取行動。 那裡的大多數AI / ML /資料産品經理都意識到了這一需求。 不斷增加的資料量，速度，多樣性，可變性和準确性使他們筋疲力盡。 這産生了一種失落感—我們正在建構的内容不再基于需要或期望的内容。
This is what we called, and hope to further discuss in this article — the experiential gap.
這就是我們所說的，并希望在本文中進一步讨論-體驗差距。
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:
這種經驗上的差距通常會使正在建構産品的産品開發人員與正在使用産品的人員分開。 縮小這種經驗差距的目前方法是通過一些通用的産品管理工具包，例如：
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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.
使用者研究：使用者研究主要集中在通過了解使用者的需求，行為，志向和即将完成的工作來收集資訊。 使用者研究的最終結果是找到使用者打開錢包，購買/訂閱我們的服務的神奇地點。
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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架構：原始架構來自Google産品團隊。 該架構可幫助他們定義優質的使用者體驗和産品目标。 在每個類别中-逐行想象； 有五個類别，即快樂，敬業度，采用率，保留率和任務成功率。 而且，我們将需要周遊所有内容-在專欄中想象； 有目标，信号和名額過程。
Google HEART Framework Google HEART架構
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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.
産品路線圖：典型的産品路線圖傳達了未來3到12個月(有時甚至更長)的産品團隊的原因和内容。 在大多數情況下，它是一份實時文檔，每當執行人員有方向性變化，對競争舉措有React時或更經常通過有意識的設計和制定路線圖的辛勤工作進行更新。
An Example of Product Roadmap 産品路線圖示例
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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.
使用者旅程練習：使用者旅程練習說明了使用者在關鍵時刻和接觸點與産品/服務的互動。 對于産品團隊來說，它被視為是一種移情使用者觀點的有用工具。 從這裡，産品團隊可以更好地設計前瞻性經驗，以滿足客戶的需求，痛點或要完成的工作。
User Journey Exercise 使用者旅程練習
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用于大型組織和初創企業。 在過去的三年中，我們一直在與幾位熱情的産品經理一起研究資料，并通過幾個資料産品開發方面的工作使我們大吃一驚-我們意識到這是相當驚人的。 随着使用者變得越來越苛刻，不斷變化并重新考慮與銷售産品或服務的公司之間的關系，經驗差距繼續擴大。
What can we do about it?
我們對于它可以做些什麼呢？
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.
Ť這裡是我們可以試驗前進的道路。 令人驚訝的是，對于我們許多人來說，它已經隐藏在瘋狂的初創企業世界，苛刻的産品管理以及快速的軟體開發周期中了。
This is the New Geometry of Building Data Products — it is built on the confluence of Design Thinking, Design Sprinting, and Agile Development.
這是建築資料産品的新幾何-它建立在設計思維，設計沖刺和靈活開發的融合之上。
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.
我們一直在學習中-試圖縮小産品開發人員和使用者之間的經驗差距。 我們試圖找到适當的平衡。 我們相信設計思維，設計沖刺和靈活開發的融合力量将幫助我們進入一個新的思維，讨論和行動空間。
A new space to think means we are taking time to delve into the real problems, challenges, and potential resolutions.
一個新的思考空間意味着我們要花時間去研究實際的問題，挑戰和潛在的解決方案。
A new space to discuss means we have a dedicated, respectful workspace or forum where interactions are encouraged and challenged.
一個新的讨論空間意味着我們擁有一個專門的，受人尊敬的工作區或論壇，在這裡鼓勵和挑戰互動。
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.
一個新的行動空間意味着我們已經準備好進行原型設計，并要求使用者進行驗證和回報，并響應他們的回報。
The New Geometry of Building Data Products 建築資料産品的新幾何
The next few paragraphs will serve as a short tribute, and what we think about Design Thinking, Design Sprinting, and Agile Development.
噸他下面幾段将作為一個短貢品，和我們想的設計思想，設計短跑和靈活開發。
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:
設計思維可以幫助我們超越公司研究的獨白。 這是關于進一步從真實世界的實驗中獲得客戶見解，以滿足客戶未滿足的需求。 我們為這些産品設計人員的深切興趣。 有7項設計思維原則為我們服務良好：
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Being human-centered in the way we re-imagined and build product.
以人為本，以我們重新構想和生産産品的方式。
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We empathize to understand the world around us.
我們有同情心去了解我們周圍的世界。
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Expansive & connective thinking.
廣泛而結實的思維。
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We iterative to pivot forward.
我們不斷向前邁進。
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A bit of creative playfulness helps.
一點創造性的嬉戲會有所幫助。
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Experimentation.
實驗。
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Prototype-driven.
原型驅動。
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，可以通過真實的客戶測試獲得想法，而無需花費大量時間和金錢。 這是回答關鍵客戶和業務問題的有時限的過程。 有7條設計沖刺原則為我們服務良好：1。 集中精神。
2. Be smart in managing energy & time.
2.精于管理能量和時間。
3. Be ready to swing between problem-solution space.
3.準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.進行測試
6. Be perfect at 80%
6.完美80％
7. Log data furiously
7.瘋狂地記錄資料
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.
靈活開發是一種疊代的，漸進的方法，可以為客戶提供價值。 為我們服務的靈活開發的4個核心價值：1.流程和工具上的個人和互動。
2. Working software over comprehensive documentation
2.工作軟體勝過完整的文檔
3. Customer collaboration over contract negotiation.
3.客戶通過合同談判進行協作。
4. Responding to change over following a plan
4.響應計劃變更
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).
我們在這裡進站。 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内容。 在本系列的下一篇文章中，我們将開始加入設計思維，設計沖刺和靈活開發的假想點，這些點導緻了“更好的科學團隊工作方式(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!
如果您希望産品設計和開發與時俱進并保持紮根-請嘗試建立并加深對設計思維，設計沖刺和靈活開發的了解。 讓我們知道進展如何。 您對此有自己的想法或建議嗎？ 在評論部分給我們寫信，我們将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
團隊管理新思考