Product Management for the Web

Whether we prototype, write, design, develop, or test as part of building the web, we’re creating something hundreds, thousands, or maybe even millions of people will use. But how do we know that we’re creating the right enhancements for the web, at the right time, and for the right customers? Because our client or boss asked us to? And how do they know?

虽然我们在做构建网站的原型，编写，设计，开发，或测试各个部分时，我们是在创造一些百人，千人，甚至亿人会用的东西。但是，我们怎么知道创造出来的是web方面的正确强化，在合适的时机，而且针对合适的顾客？因为我们的客户或者老板要求我们去做？那么，他们怎么知道的呢？

Enter product management for the web.

下面进入web产品管理。

For the web, product management bridges the gap between leadership and customers on one side, and the user experience, content strategy, design, and development team on the other. Product managers develop and maintain close relationships with customers and colleagues that help them identify and plan for new product or product enhancement opportunities. Product managers express these opportunities as user stories and present them to the UX, writing, design, and development members of the team, who then identify and produce solutions to address the user stories.

在web方面，产品管理一方面带来了领导和顾客之间的隔阂，另一方面带来了用户体验，内涵策略，设计，以及开发团队之间的隔阂。产品经理发展和维护着客户和员工之间的关系，从而帮助他们识别和计划新产品或者产品强化的机会。产品经理将这些机会称为用户故事并将其引入UX，编写，设计和开发等识别和制造实现用户故事的解决方案的团队人员中。

So how does a team or organization get started with product management for the web? It needs to start with people.

那么，一个团队或组织的web产品管理是怎么开始的呢？这就需要从人开始。

People and relationships: the sources of knowledge for product management
Writers, designers, and developers often prefer to work alone or in small groups. Creative and detailed work requires focus and isolation to be done well. We prefer to get our work done quietly at our desks, but when we’re evaluating UX and usability we must step away from our desks and spend time with customers.

人和各种关系:产品管理的源头

编写者，设计者和开发者经常希望单独工作或在一个小团队里工作。要做好创造性和细致的工作要求专心和独立。我们更希望在自己桌子上快速的完成工作，但是当我们评价UX和使用性的时候，我们必须离开桌子去跟客户沟通。

The importance of anyone and everyone?regardless of their role on a team?doing UX and usability evaluation will never go away. But practically, we know there are limits to how much evaluation writers, designers, and developers can do. That’s why there’s a growing community of user experience practitioners who focus exclusively on user?centered analysis and prototyping. On many teams, they fill that role exclusively.

任何人和每个人的重要性？忽略他们在团队中的角色？做UX和使用性评价永远不会走远。但是实际上，我们知道评价编写者，设计者和开发人员可以做多少事情是有限制的。这就是为什么有一个成长中的 用户体验实践者（专注于用户）社区？理智的分析师和原型设计。在许多团队中，有这样一个专门的角色。

But there’s more work to do before user experience analysis and even writing, design, and development should begin. It’s product management work.

但是，在做用户体验分析之前有很多的工作需要开展，甚至是在开始编写，设计和开发之前，这就是产品经理的工作。

The product manager forms and maintains the extensive network of relationships required to make sure the team understands problems so that it can propose, prioritize, design, build, and test the right solutions. For this, you need diplomacy, time, and communication skills. And that’s on top of being able to relate to leadership, customers, writers, and developers to earn everyone’s trust.

产品经理需要列举和维护广泛的网络关系以确保团队可以理解问题，使其可以进行提案，排定优先顺序，设计，构建及测试一个正确的解决方案。为此，你需要一些交际手段，时间，以及沟通能力。这样一来，产品经理就需要很高的领导力，与顾客，编写者和开发者建立关系并获取信任。