团队管理新思考
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这里是一个需要新的空间来思考，讨论，并采取行动。 那里的大多数AI / ML /数据产品经理都意识到了这一需求。 不断增加的数据量，速度，多样性，可变性和准确性使他们筋疲力尽。 这产生了一种失落感—我们正在构建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.
这就是我们所说的，并希望在本文中进一步讨论-体验差距。
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:
这种经验上的差距通常会使正在构建产品的产品开发人员与正在使用产品的人员分开。 缩小这种经验差距的当前方法是通过一些通用的产品管理工具包，例如：
- 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. 用户研究：用户研究主要集中在通过了解用户的需求，行为，志向和即将完成的工作来收集信息。 用户研究的最终结果是找到用户打开钱包，购买/订阅我们的服务的神奇地点。
- 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框架：原始框架来自Google产品团队。 该框架可帮助他们定义优质的用户体验和产品目标。 在每个类别中-逐行想象； 有五个类别，即快乐，敬业度，采用率，保留率和任务成功率。 而且，我们将需要遍历所有内容-在专栏中想象； 有目标，信号和指标过程。
- 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. 产品路线图：典型的产品路线图传达了未来3到12个月(有时甚至更长)的产品团队的原因和内容。 在大多数情况下，它是一份实时文档，每当执行人员有方向性变化，对竞争举措有React时或更经常通过有意识的设计和制定路线图的辛勤工作进行更新。
- 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. 用户旅程练习：用户旅程练习说明了用户在关键时刻和接触点与产品/服务的交互。 对于产品团队来说，它被视为是一种移情用户观点的有用工具。 从这里，产品团队可以更好地设计前瞻性经验，以满足客户的需求，痛点或要完成的工作。
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，并且已被证明可以成功应用于大型组织和初创企业。 在过去的三年中，我们一直在与几位热情的产品经理一起研究数据，并通过几个数据产品开发方面的工作使我们大吃一惊-我们意识到这是相当惊人的。 随着用户变得越来越苛刻，不断变化并重新考虑与销售产品或服务的公司之间的关系，经验差距继续扩大。
What can we do about it?
我们对于它可以做些什么呢？
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这里是我们可以试验前进的道路。 令人惊讶的是，对于我们许多人来说，它已经隐藏在疯狂的初创企业世界，苛刻的产品管理以及快速的软件开发周期中了。
This is the New Geometry of Building Data Products — it is built on the confluence of Design Thinking, Design Sprinting, and Agile Development.
这是建筑数据产品的新几何-它建立在设计思维，设计冲刺和敏捷开发的融合之上。
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.
我们一直在学习中-试图缩小产品开发人员和用户之间的经验差距。 我们试图找到适当的平衡。 我们相信设计思维，设计冲刺和敏捷开发的融合力量将帮助我们进入一个新的思维，讨论和行动空间。
A new space to think means we are taking time to delve into the real problems, challenges, and potential resolutions.
一个新的思考空间意味着我们要花时间去研究实际的问题，挑战和潜在的解决方案。
A new space to discuss means we have a dedicated, respectful workspace or forum where interactions are encouraged and challenged.
一个新的讨论空间意味着我们拥有一个专门的，受人尊敬的工作区或论坛，在这里鼓励和挑战互动。
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.
一个新的行动空间意味着我们已经准备好进行原型设计，并要求用户进行验证和反馈，并响应他们的反馈。
The next few paragraphs will serve as a short tribute, and what we think about Design Thinking, Design Sprinting, and Agile Development.
吨他下面几段将作为一个短贡品，和我们想的设计思想，设计短跑和敏捷开发。
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:
设计思维可以帮助我们超越公司研究的独白。 这是关于进一步从真实世界的实验中获得客户见解，以满足客户未满足的需求。 我们为这些产品设计人员的深切兴趣。 有7项设计思维原则为我们服务良好：
- Being human-centered in the way we re-imagined and build product. 以人为本，以我们重新构想和生产产品的方式。
- We empathize to understand the world around us. 我们有同情心去了解我们周围的世界。
- Expansive & connective thinking. 广泛而结实的思维。
- We iterative to pivot forward. 我们不断向前迈进。
- A bit of creative playfulness helps. 一点创造性的嬉戏会有所帮助。
- Experimentation. 实验。
- Prototype-driven. 原型驱动。
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，可以通过真实的客户测试获得想法，而无需花费大量时间和金钱。 这是回答关键客户和业务问题的有时限的过程。 有7条设计冲刺原则为我们服务良好：1。 集中精神。
2. Be smart in managing energy & time.
2.精于管理能量和时间。
3. Be ready to swing between problem-solution space.
3.准备在问题解决空间之间摇摆。
4. Jumping for fun.
4.跳开心。
5. Build for test
5.进行测试
6. Be perfect at 80%
6.完美80％
7. Log data furiously
7.疯狂地记录数据
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.
敏捷开发是一种迭代的，渐进的方法，可以为客户提供价值。 为我们服务的敏捷开发的4个核心价值：1.流程和工具上的个人和交互。
2. Working software over comprehensive documentation
2.工作软件胜过完整的文档
3. Customer collaboration over contract negotiation.
3.客户通过合同谈判进行协作。
4. Responding to change over following a plan
4.响应计划变更
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).
我们在这里进站。 这是必要的，以便为您提供思考的空间，并反思您到目前为止所读的内容。 在本系列的下一篇文章中，我们将开始加入设计思维，设计冲刺和敏捷开发的假想点，这些点导致了“更好的科学团队工作方式(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!
如果您希望产品设计和开发与时俱进并保持扎根-请尝试建立并加深对设计思维，设计冲刺和敏捷开发的理解。 让我们知道进展如何。 您对此有自己的想法或建议吗？ 在评论部分给我们写信，我们将在本系列的下一篇文章中再次与您见面！
团队管理新思考
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