下面的这些如果你没有经历过，那说明经验太少体会不深；如果你正在经历，那么学学怎么把控产品、凝聚团队、说服他人、汲取信息、关注各类用户、owner产品、避免走向坏的结局；如果你大部分都经历过，那就是反思提升的时候了！
这个文章是微软产品经理对产品经理的认知。虽然我认为微软对产品团队的重要性比较忽视，看到这篇文章，微软对产品经理还是比较重视的，只是微软的产品经理是个small business unit ceo的概念，涵盖了组织、协调、战略、规划、设计、营销和市场多方面的工作，这样的人才在国内特别稀少。国内的产品经理多是讲用户需求、体验和微创新，国内互联网企业也组织了比较大的产品团队，里面所有的人都叫产品经理，实际上如果按照本文的认知，国内的产品团队只有个别人可以叫做产品经理，多数人只能称为助理产品经理。
我翻译这篇文章的时候也思考了很多，外企多使用精英型的产品经理模式，包括google，对产品经理的要求非常高，甚至要求必须是技术出身；国内互联网多使用产品团队模式，两种模式的好坏以后再说。大家理解的时候先将文章中的PM理解为整个产品团队，而不是一个人。
Good product managers know the market, the product, the product line and the competition extremely well and operate from a strong basis of knowledge and confidence. A good product manager is the CEO of the product. Good product managers take full responsibility and measure themselves in terms of the success of the product. They are responsible for right product/right time and all that entails. A good product manager knows the context going in (the company, our revenue funding, competition, etc.), and they take responsibility for devising and executing a winning plan (no excuses).
Bad product managers have lots of excuses. Not enough funding, the engineering manager is an idiot, Microsoft has 10 times as many engineers working on it, I'm overworked, I don't get enough direction. [Netscape CEO] Barksdale doesn't make these kinds of excuses and neither should the CEO of a product.
好产品经理非常了解市场、产品、产品线和竞争，并基于强大的知识基础和自信进行产品运营。 好产品经理是产品的CEO，他对产品全权负责，并依据产品的成功衡量个人的成功。他们为推出正确的产品、掌握适当的时间以及由此引发的一切问题负责。 好产品经理善于把握进入的背景（公司，收入，竞争等），他们承担制定和执行一个成功计划的责任（没有借口）。
坏产品经理满嘴借口：没有足够资金；研发经理像一个白痴；微软在同样的项目上投入了10倍多的工程师；我们劳累过度；我没有得到足够准确的方向。 巴克斯代尔[网景公司总裁]不会使用这些借口，所以产品经理也不应该。
【译者评】产品CEO的概念，实际上是对产品经理最高要求，要求对每个方面都有清晰的认知。我觉得最主要的是产品经理心态问题，积极心态是产品经理必有的特质，控制自己可以控制的事情也是产品经理的思维特性。不找理由，不迁怒于人，是一个产品经理基本的心态要求。
Good product managers don't get all of their time sucked up by the various organizations that must work together to deliver right product right time. They don't take all the product team minutes, they don't project manage the various functions; they are not gophers for engineering. They are not part of the product team; they manage the product team. Engineering teams don't consider Good Product Managers a "marketing resource." Good product managers are the marketing counterparts of the engineering manager. Good product managers crisply define the target, the “what” (as opposed to the “how”) and manage the delivery of the “what.” Bad product managers feel best about themselves when they figure out “how”. Good product managers communicate crisply to engineering in writing as well as verbally. Good product managers don't give direction informally. Good product managers gather information informally.
好产品经理不会使他们的时间被项目组中各个部门“吸干”，他们必须携手合作准时交付合格的产品。 他们不会去做所有产品组的会议记录，他们不会帮助职能团队进行项目管理，他们不是工程师的信息检索工具（Gopher，参见WIKI）， 他们不是该产品团队的一部分，而是去管理产品团队。 研发团队不应当简单认为好产品经理是“营销资源”， 产品经理应该是研发经理与市场的伙伴和接口人。 好产品经理清晰确定目标，确立目标是“什么”（而不是“如何”），同时管理以确保可以交付。坏产品经理往往想“如何”（how）做一个东西，而且得意忘形。 好产品经理清晰地和工程师团队进行口头和书面沟通。 好产品经理不给模棱两可的方向信息，但好产品经理的信息量包罗万象。
【译者评】好的产品经理解决的是发现问题，确立重点，而不是解决问题，如果产品经理集中在解决问题则是本末倒置。
Good product managers create collateral, FAQs, presentations, and white papers that can be leveraged. Bad product managers complain that they spend all day answering questions for the sales force and are swamped. Good product managers anticipate the serious product flaws and build real solutions. Bad product managers put out fires all day. Good product managers take written positions on important issues (competitive silver bullets, tough architectural choices, tough product decisions, markets to attack or yield). Bad product managers voice their opinion verbally and lament that the “powers that be” won't let it happen. Once bad product managers fail, they point out that they predicted they would fail.
好产品经理制作有用的市场宣传资料、常见问题解答、演示和白皮书。 坏产品经理抱怨说，他们整天耗费在回答销售队伍泛滥成灾的问题上。 好产品经理充分考虑产品的严重缺陷，建立真正的解决方案。 坏产品经理整天救火。 好产品经理在重要问题上（例如竞争解决方案，过硬的架构需求，经得住考验的产品决策，需要开拓/退出哪些市场），会将他们的想法形成文字。 坏产品经理口头表达自己的意见，并哀叹“当权者/高层”不作为。 坏产品经理一旦失败，他们会说早就预料到会失败。
【译者评】产品经理对市场成功负责，要学会建立合适的市场营销知识体系，不会市场的产品经理不是好产品经理，好PM要会FAB（让客户相信你的是最好的），市场策略。好产品经理不依靠权力去贯彻执行，而是依靠领导力。
Good product managers focus the team on revenue and customers. Bad product managers focus team on how many features Microsoft is building. Good product managers define good products that can be executed with a strong effort. Bad product managers define good products that can't be executed or let engineering build whatever they want (i.e. solve the hardest problem). Good product managers think in terms of delivering superior value to the market place during inbound planning and achieving market share and revenue goals during outbound. Bad product managers get very confused about the differences amongst delivering value, matching competitive features, pricing, and ubiquity. Good product managers decompose problems. Bad product managers combine all problems into one.
好产品经理关注团队的收入和客户，坏产品经理关注微软正在做多少功能特性。 好产品经理确定的产品，通过一定的努力是可以实现和完成的。而坏产品经理确定的产品，往往不可实现或者丢一个天大的命题给研发团队，让他们随心所欲、试着做呗（比如：让工程师们去解决一个几乎无解的命题）。 好产品经理对内进行计划思考如何为市场提供卓越的价值；而对外则努力获得市场份额和收益目标。 坏产品经理往往拎不清价值差异化、形成竞争优势、产品定价和普遍性。 好产品经理善于分类不同的问题，坏产品经理将问题混为一谈。
【译者评】很多产品经理的做法就是功能的累加，其实用户需求不等于功能的叠加。我亲眼看到这样的产品，不断增加功能，成为业界最完整和全面的系统，但是用户数量依然增加缓慢，关键在于这样的功能满足了少部分客户的需求，但是降低了运行的速度和效率，如果是我，就要放弃这样的功能。
Good product managers think about the story they want written by the press. Bad product managers think about covering every feature and being really technically accurate with the press. Good product managers ask the press questions. Bad product managers answer any press question. Good product managers assume press and analyst people are really smart. Bad product managers assume that press and analysts are dumb because they don't understand the difference between "push" and "simulated push."
好产品经理希望像媒体写手一样提炼诉求。 坏产品经理想让宣传覆盖每一个功能和技术特点。 好产品经理反思被问到的问题；坏产品经理解释被问到的每个问题。 好产品经理认为质询与善于分析者是聪明的，坏产品经理臆测他们愚蠢，因为坏产品经理不理解“主动营销”和“被动推进”的不同。
Good product managers err on the side of clarity vs. explaining the obvious. Bad product managers never explain the obvious. Good product managers define their job and their success. Bad product managers constantly want to be told what to do.
好产品经理宁可明晰问题胜过解释明显现象；坏产品经理从不解释明显问题。 好产品经理相当明确他们的工作和成就； 坏产品经理不断希望被告知该怎么做。
【译者评】这个问题非常好玩，产品经理一定要有好的心态和自我激励的能力，甚至一定要有一些自我嘲讽的能力。而且，还有一句话，对产品最了解的只能是产品经理，所以产品的前途和发展方向应该掌握在自己手里。
Good product managers send their status reports in on time every week, because they are disciplined. Bad product managers forget to send in their status reports on time, because they don't value discipline.
好产品经理会每个星期按时发送产品状态报告，因为他们守规则和纪律。 坏产品经理忘记按时发送状态报告，因为他们不重视纪律。
【译者评】按时让参与产品的每个人了解项目进度和相关信息是产品经理的责任，只有信息统一了，大家的认知才更容易达成一致，很多情况下，产品经理用信息的掌握权去维护自己的地位，这是完全没有必要的。
