在網(wǎng)上收集關(guān)于UCD的資料時(shí)，無疑中看到這樣一本書《如何成為好的產(chǎn)品經(jīng)理》，看見了其前沿介紹（中英文）：

　　如果你想做一個壞的產(chǎn)品經(jīng)理，那就給你的產(chǎn)品加上盡可能多的功能。產(chǎn)品的功能越多，就越可能滿足用戶們各種各樣的需求。誰都希望產(chǎn)品越來越好，嗯，多加些功能就好了。加上一堆小功能要比加一個大功能要好，大家不就喜歡多嗎？
　　如果你想做一個好的產(chǎn)品經(jīng)理，盡量用少而精的產(chǎn)品功能給客戶帶來價(jià)值?？蛻糍徺I產(chǎn)品因?yàn)樗麄兿胍鉀Q手上的問題。產(chǎn)品功能本身是沒有意義的，只有當(dāng)一個功能真正幫客戶解決了問題，這個功能才真正有“功能”。

　　但是，產(chǎn)品經(jīng)理經(jīng)常沒有做對。他們搞出一個功能清單，然后讓開發(fā)人員估算開發(fā)時(shí)間。他們傾向于要盡量多的功能，所以一些重要但是比較耗時(shí)的功能往往就不做了。這樣開發(fā)出來的產(chǎn)品充斥著不太重要的小功能。

　　不要再去算這個階段你要發(fā)布幾個功能了，產(chǎn)品經(jīng)理應(yīng)該算算要給客戶帶來多大的價(jià)值。產(chǎn)品管理不意味著發(fā)布最多的功能，恰恰相反，你應(yīng)該發(fā)布最少的功能。硅谷產(chǎn)品組（Silicon Valley Product group，一個多人博客）的Marty Cagan在好產(chǎn)品靠的是設(shè)計(jì)（譯注：鏈接指向英文站點(diǎn)）一文中提到：

　　產(chǎn)品經(jīng)理的職責(zé)是：定義出一個盡可能簡單的產(chǎn)品來滿足用戶需求。產(chǎn)品越是簡單，用戶越容易理解，開發(fā)的時(shí)間越短，產(chǎn)品的技術(shù)構(gòu)架也越容易。

　　產(chǎn)品經(jīng)理還需要經(jīng)常考慮產(chǎn)品現(xiàn)有的功能是不是真的有價(jià)值，有的時(shí)候還應(yīng)該考慮移除某些功能。當(dāng)一個產(chǎn)品經(jīng)理設(shè)計(jì)出給客戶帶來價(jià)值且最簡單的產(chǎn)品，這個產(chǎn)品會容易銷售，容易支持，容易維護(hù)且為用戶和公司帶來更大的價(jià)值。

　　英文原文：

If you want to be a bad product manager, try to deliver as many features as possible. The more features you have, the more likely you are to have the things that any individual customer cares about. Customers expect products to keep getting better, and the way a product keeps getting better is by adding more features. Plus, adding a whole bunch of smaller features will be just as good — if not better — than adding that one big important enhancement. More is always better, right?

If you want to be a good product manager, try to deliver the fewest features which will provide the most value. Customers buy products because of the needs that the product fulfills and the problems the product solves. Features in and of themselves are useless — they exist to fill a need. Customers will find product features valuable only if those features satisfy a need and if the act of filling that need is something which is valuable to the customer.

Unfortunately, product managers often approach this problem the wrong way. They will create a long list of desired features and then get estimates from engineering on how much effort each requires. The most important features may take the most amount of effort, so, in the hopes of getting more features more quickly, a product manager will forgo the most time-consuming — and often the most valuable — enhancements to the product. Instead of a few valuable features, the product gets a larger number of less consequential additions.

Rather than simply counting the number of features or the amount of enhancements, product managers should evaluate the ratio of value to effort and focus on obtaining the most value for the customer with a given amount of effort. Product management is not about delivering the most — it is about delivering the least. As Marty Cagan of Silicon Valley Product group writes in Great Products by Design (which has been quoted here before and will likely be quoted here again):

The job of the product manager is to identify the minimal possible product that meets the objectives and provides the desired user experience — minimizing time to market, user and implementation complexity.

Instead of adding more features, product managers need to make sure they have the right features in their product and consider removing features when appropriate. By creating a product that provides the most value for the least amount of effort, a product manager will produce a product which is easier to sell, support, and maintain, and ultimately deliver more value to the customers and to the organization.

　　個人體會：

　　就內(nèi)容而言，我想這也是很多做用戶研究人員的一個困惑，至少我自己是：在查看我們之前的用戶研究資料以及在走訪用戶時(shí)總會發(fā)現(xiàn)有很多功能亮點(diǎn)可以體現(xiàn)，但是，是不是一個產(chǎn)品可以滿足所有功能需求，答案顯然是否定的，首先我們不可能想到所有的功能點(diǎn)，也許市面上有的功能我們都把它體現(xiàn)這是可以做到的，但個人認(rèn)為如何在客戶需求與產(chǎn)品成型之間獲得一個均衡是很難的。我想這里面最重要的是找準(zhǔn)目標(biāo)用戶，產(chǎn)品功能能最大化滿足目標(biāo)用戶的需求就是產(chǎn)品的成功了，但仍然存在一個問題：如何準(zhǔn)確定義目標(biāo)用戶。這需要我們用戶研究人員與市場人員的良好合作了，同時(shí)自身也應(yīng)提高洞察能力并不斷的學(xué)習(xí)。

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