January 2022
Beginner to intermediate
177 pages
4h 24m
Chinese
Content preview from 产品领导力：杰出产品经理如何打造卓越产品和团队
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创业公司
｜
93
通过这个框架，产品领导者能够将各种类别的优先级集中在一起，并排除优先级以外的事
项。布鲁尔的目标是全面了解团队想要做什么，这样他就可以加以分析，并说：“好吧，
我们可能无法做到这一切，但怎样确保我们正在构建的系统能够往这个方向发展呢？至少
就目前拥有的所有数据而言，我们是否一致认为，这是我们想要发展的方向？确定？太好
了。让我们开始吧。”
深入研究优先级
我们从杰出的产品领导者那里听说，他们最担心的是发现自己在做错的事情。一个团队可
能花费数周、数月甚至数年来尝试解决产品问题，然后意识到他们所处理的要么是错误的
问题，要么是无法控制的事情。“如果他们抬起头四下看看，并花时间了解用户的问题，
他们可能会意识到，事实上并不存在产品问题。我们完全可以转而做些别的。”布鲁尔说。
Blueprint Health
的
Brad
Weinberg
说：“很多时候，技术领域的创业公司非常重视工程技术。
医疗领域就是其中之一。因此，产品思维模式通常是知道想要什么样的功能，但并不知道
想要什么样的用户体验。”
W
einberg
认为产品领导者要能够在用户故事层面思考。要知道优
先考虑什么，领导者必须在解决问题的层面而不是功能层面上操作。“（产品领导者）让人
们思考，”
W
einberg
说，“它与工程学一样，但方式不同。软件工程师之所以这样做，是因
为他们了解代码，并且也非常了解工程。而产品人员之所以这样做，是因为他们经常在构
建产品之前就陷入对功能特性的考虑。”
W
einberg
说这里的关键在于提出正确的问题，这样
团队才能专注于正确的行为。 ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.