人,争什么?气什么?愁什么?(瞬间醒悟)
2024年12月22日,紫藤探出月亮门,芭蕉配着白墙灰瓦,局部拍园林,很容易拍出园林的氛围感。
《迈开腿让老师尝尝你的森林》Ep. 69在线观看 - 电影超清在线...
亲爱的驾考学员们你们还在为科目叁考试中的转向灯使用而烦恼吗别担心今天我们就来一起探讨一下这个重要而又容易被忽视的细节在新规下未正确打转向灯可是会直接扣100分挂科的哟所以赶紧跟着我们的步伐一起学习如何正确使用转向灯轻松应对科目叁考试吧
但就是这样一个雅士,造成了香菱一生的悲剧。小英莲被拐子拐走,我们可以说这是甄士隐的无心之失,但这个无心,正是因为他全心全意地沉浸在风雅之中,不去关注现实生活,才会做出把幼女交给一个男仆这样荒唐的事。产物路线图,关键在于落地2019-08-16 13:51·人人都是产物经理笔者从工作实践出发,分享了对于产物路线图的知识和自己的思考,供大家一同参考和学习。一直以来,我都想找一篇教如何做产物路线图的文章。目前看到的最好的文章是Netflix 前VP写的一篇文章,那篇文章的问题是太高屋建瓴,不太适合初级产物经理使用和操作。除此之外,网上没有任何一篇讲产物路线图靠谱的文章,不分中外。求人不如求己,想来想去,我决定还是自己写一篇。从实践出发,说说如何做产物路线图。愿景,战略,战术——明确产物路线图是什么?愿景是对未来场景的一种意向的描绘。解决的问题是,我们的公司想成为什么样的公司,我们的产物想成为什么样的产物?战略是一套系统的创造价值的行动方案,明确何处竞争、何时竞争、如何竞争,并给出理由。其中的关键词是系统。做战略是为了指导生意,不是为了做理论研 究。好的战略一定不是复杂的战略,好的战略一定是系统的,主要构成部分之间一定是有严格的逻辑关系,指导团队按照商业逻辑创造商业价值。战术是对战略规划中近期战略举措的细化,包括详尽的年度产物计划, 详尽的月度、季度计划,里程碑,责任人,交付物,预算和时间节点。产物路线图属于战术层面。必须明确你的产物路线图的位置。把产物路线图当成愿景,就变成了假大空。把产物路线图当成战略,就成了战略报告无法落地。因此必须将产物路线图当做实现战略的具体战术举措。如何确定你的产物路线图是在战术层面而不是在战略层面呢?很简单,问一下自己,这份产物路线图是否可以分享给竞争对手?战略可以公开,而战术永远是高级机密(机密程度甚至比战略规划高两个等级)。如果可以公开,你把产物路线图做成了战略和愿景;再问一下自己,这份路线图有没有详尽的月度、季度计划,里程碑,责任人,交付物,预算和时间节点?如果没有,这不是一份产物路线图;再问一下自己,工程师看到这份路线图之后,是否知道具体做什么?如果知道,那是PRD(需求文档),不是路线图。如何做好产物路线图因为产物路线图是在战术层面解决如何获得战略胜利的问题,因此产物路线图的输入非常关键。第一步,明确产物的战略是什么确定未来半年和一年你的产物如何取胜?没有战略输入,战术无法制定。再说一遍,没有战略,战术无法指定。如果你的产物路线图难产,先问问自己,你有没有产物战略;先问问自己,你的产物何处竞争、何时竞争、如何竞争,你能否给出理由?第二步,充分调研,获取尽可能多的市场信息对于to C的产物,要做好用户调研和市场调研,做好数据分析和用户分析,认真回答以下几个问题——你的核心用户是哪些人?他们有什么特点?他们有什么需求?这些需求在你看来被满足的程度如何?实操当中这往往是最难的问题——因为很多中小公司并不具备用户调研的能力,也并没有足够的资金和资源来进行用户和市场调研。产物经理在这个时候,一般都通过第三方的数据(主要是谷歌和百度),来佐证自己的假设;更极端一点的是,拍脑袋。老实说,这确实是很多中小公司产物经理的痛点。解决之道并不是争取足够的资金和资源。而是在受限的框架下,进行用户调研。从我实际的经验看,最靠谱的方案是焦点小组。一般六人或者十二人的焦点小组,往往能产生非常多和非常深刻的洞见。如果连焦点小组都省略的话,那你的产物路线图不能落地,你不要感到惊讶。对于to B的产物,用户调研通常依赖于直接访谈客户,直接访谈销售,观察数据。To B的产物更容易拿到用户的反馈。通常来说,一到两轮的用户访谈和销售访谈之后,产物经理都会形成初步的产物路线图(简单点说,其实就是你的客户直接告诉你我要XXX feature。)第三步,数字说话,做好业务影响分析这是关键的一步,一定要数字说话。通过用户访谈之后生成的路线图并不一定是正确的,需要进行第二次验证。作为产物经理,最重要的一个职责是认真分析某个功能能为业务带来多少增量。如果一个功能不能为业务带来增量,尽管用户调研表明用户很需要,应该抵制住压力,不去做,或者尽量排期靠后去做。没有这一步分析验证,产物路线图依然只是想象而已,即便最后落地,也并不会对业务有实质性的贡献。第四步,沟通你的路线图最后一步是沟通你的路线图。和你的老板沟通,和你的同事沟通,和工程师团队沟通,和销售团队沟通,和市场团队沟通,和所有有关且必要的人沟通。沟通的目的是为了取得共识。取得什么共识?让我们再思考一下产物路线图是什么?产物路线图是获得战略胜利的具体的战术举措。因此产物路线图沟通之后取得的共识应该是——为了获得产物战略的胜利(例如,增加市场份额,改善用户体验), 我们在接下来的半年和一年之内将分别采取如下的举措(产物功能/feature)。我们的第一优先级是采取xxx举措(第一优先级是xxx功能/feature), 这是原因,这是里程碑,这是负责人,这是交付的时间点;我们的第二优先级是采取xxx举措, 这是原因,这是里程碑,这是负责人,这是交付的时间点;我们的第三优先级是采取xxx举措, 这是原因,这是里程碑,这是负责人,这是交付的时间点。以此类推。第五步,不要当书呆子想来想去还是把第五点放在这里。困惑的时候,人们希望通过看书和看文章来获得答案,结果往往都是适得其反。不要当书呆子,任何事情都是可以学习的,但并不是任何事情都可以找到现成的答案。最佳的学习方法是亲手实践。所以,放开手脚去做吧!#专栏作家#Han Li,微信公众号:Thinkslowandfast,人人都是产物经理专栏作家。关注移动互联网和产物变现。本文原创发布于人人都是产物经理,未经许可,禁止转载题图来自 Unsplash,基于 CC0 协议
waiguanbingmeiyoumingxianfashengbianhua,yijiushizuojiafengge,suzaobusudeyundongqixi,qianliandaotixinggezha,jiehedao“U”xingdeguanchuandengzuhegaodaweiwudecheshenxingxiang,zhishiqianlianbijiaobaqi,zhongwanggezhazaoxingyukaidilakeLOGOqutong,zhenduishijuedangciganyouzhuojiachizuoyong。zhangjiejiehun12zhounianshaiheying,qingzhu“sihun”tianfangshan,fumoxienanaodaichaochongnishoufa2024-01-08 10:04·bufandetoutiaoxiaobaizhangjiexienajiehunyijingshierzai,tamendehunyinrutongtamendeyinlezuopinyiyang,xini、shenke、dongren。12zhounianzhiji,tamenyibufandefangshiqingzhuzhegeteshuderizi——jiuxiangnashoujiqingsiyidege《yanguichao》,liangrenxieshoubingxing,fengyutongzhou,chengweiyanyijiedeaiqingbiaogan,weizhongduoguanzhongliuxialiaoshenshendegandongyuqishi。12niandehunyinsuiyuerusuo,12niandeaiqingyouruqiansiwanlv,bianzhichuhunyindexiezouqu。tamenmingwei“sihun”de12zhounianjinianriduitamenlaishuo,wuyishirenshenglvchengzhongdeyouyicizhongyaolichengbei。rouqingmiyidexiangyixiangzuo,manmujieshishenchenzhenaideliulu,zhangjiexienadehunshazhaowanruyiguqingliu,liutangyufanzachenxiao,tangguoshiguangchanghe,bianzhichengyifuwenzuoxingfudehuajuan,wennuanrenxin。zaizhecididiaoerzhuangzhongdejinianyishizhong,zhangjiepengzuofancai,xixinhehuxiena,yipianshenqingjinzailiangrenzhijianliuzhuan。xienazezaipangjingjingxiezhu,momoaihu。zhezhongmoqilaiziduonianlaidexinrenheguanai,wufafuzhi、wufatidai。enaidetamenshenzhikaishixianghuyikaoduifangdejianbang,rutongzuiqinjinderenyiyang,xiangshouzhefenchilaidexiuxianshiguang。rangfensimenzaigandongzhiyu,yerangrenbujingantanhunyindemeihao,jiatingdewenzuo。gushouzhenai,shanyaoguangmang,zhangjiehexienadexingfuzhiluqueshiquzhejiannan。ranertamenshizhongyongganmianduiyiqiekaoyan,jianshouzhenaidexinyang,yongjianshidebufazouchuaiqingdekunjing。wulunshishenghuosuoshidetuoxie,huanshigongzuodehezuowujian,tamendunengningjuzhenaidenengliang,yiqiduguonanguan。naxiehuanxiaoyuleishui,jiaozhichengtamendongrendeaiqingpianzhang,rangrenzaipingfanzhizhongtihuidaogaoguiyuweida。ciwai,zaifuyangnverzhejiandashishang,zhangjiehexienayeshiyouxiudefumujiaose。tamenshenzhijiaoyudezhongyaoxing,jingchangzaigongkaichanghefenxianghaizidechengchangdiandi,rangsuoyouguanxintamendefensixinxiruokuang。tamenyishenzuoze,gaosurenmenruheyiaiziyanghaizi、ruheyiaigongguhunyin。zhezhongduihaiziqingxintourudedaaiyucibei,lingrendongrongbuyi。zhechangchongmanxingfuyutianmideheyingshengyan,rangwomenkandaotamenzuozuoshenghuideailianyumeimanhunyin,sanfawennuanhexiedeliliang。wangshangduicifenfendianzan,liuyanquliaixinmanman,biaodaliaoduitamenhunyinshenghuodezanmeiyuzhufu。xiangxintamenyejiangyongyuanmingjicifanmeihaoshike,gengjiazhenxibici,yinweitamendeaiqinglizhengliao“yulequanwufangulihunzhiaiqing”bingfeikongyan!zhangjiehexienadehunli,jiurutongtamenweirenmenxianchangdenashou《yanguichao》yiyang,qingche、shenyuan、zhenhanxinling。tamendeheyingbujinjinshiyizhangzhaopian,gengshitamenduiaiqingdeshizhibuyuhejiandingxinniandetixian。xiwangtamennengjixujianshouchuxin,xieshougongduyusheng,daigeiwomengengduodetianmihegandong。
作(窜耻辞)者(窜丑别)女(狈惫)儿(贰谤)出(颁丑耻)生(厂丑别苍驳)地(顿颈)
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也(驰别)就(闯颈耻)是(厂丑颈)在(窜补颈)这(窜丑别)个(骋别)时(厂丑颈)候(贬辞耻)安(础苍)德(顿别)烈(尝颈别)才(颁补颈)得(顿别)知(窜丑颈),结(闯颈别)婚(贬耻苍)20多(顿耻辞)年(狈颈补苍)的(顿别)妻(蚕颈)子(窜颈)居(闯耻)然(搁补苍)与(驰耻)男(狈补苍)学(齿耻别)生(厂丑别苍驳)产(颁丑补苍)生(厂丑别苍驳)婚(贬耻苍)外(奥补颈)情(蚕颈苍驳),愤(贵别苍)怒(狈耻)之(窜丑颈)下(齿颈补)离(尝颈)家(闯颈补)出(颁丑耻)走(窜辞耻)。
不过,还好,我终于坚持到了退休。即使丈夫张超不说什么,可雅莎心里明白,丈夫的压力也很大。《迈开腿让老师尝尝你的森林》Ep. 69在线观看 - 电影超清在线...
那这个例子和车速的感知有什么必然的联系呢有而且很大方向盘是握在主驾手里的油门是踩在司机脚下的所以对于什么时候加速什么时候打方向要加速到什么程度其实司机都是有心理准备的所以就不会觉得慌
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