【小小财神】：评价加翻译。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，运作中有丰富的知识基础和自信。 好产品经理是产品的CEO，他承担产品的全部责任，并自我衡量产品的成功。 他们为所有适当的产品/适当的时间、所有流程负责。 好产品经理了解进入的背景（公司，收入，竞争等），他们承担制定和执行一个成功的计划（没有借口）。

坏产品经理有很多借口：没有足够资金；工程师经理一个白痴；微软拥有10倍多的工程师为它工作，我们劳累过度；我没有得到准确的方向知道。 [网景公司总裁]巴克斯代尔不会使用这些借口，所以产品经理也不应该。

【小小财神评】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.

好产品经理不要使他们的时间被各种不同组织灌满，而且合理组织正确的时间交付正确的产品。 他们不是处理所有的产品团队会议记录，他们不是项目式管理的各项功能，他们不是忙于处理各种工程问题（打地鼠）。 他们不是该产品团队的一部分，他们管理产品团队。 工程师团队不应当简单认为好产品经理是“市场资源”， 产品经理应该是工程师经理的市场伙伴。 好产品经理清晰确定目标，确立目标是“什么”（而不是“如何”），同时管理交货“什么”。坏产品经理对自己感觉最好，他们想出“如何”（how）。 好产品经理清晰的和工程师团队进行口头和书面沟通。 好产品经理不给非正式的方向信息，但好产品经理非正式地收集信息。

【小小财神评】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.

好产品经理创造可利用的市场宣传资料、常见问题解答、演示和白皮书。 坏产品经理抱怨说，他们整天回答问题销售队伍的问题，并泛滥成灾。 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。 坏产品经理整天扑火。 好产品经理书写重要的立场观点（竞争解决方案，艰难的架构选择，艰难的产品决策，市场进攻策略或收益）。 坏产品经理口头表达自己的意见，并感叹说“权力”才不会让这种事情发生。 坏产品经理一旦失败，他们指出，他们早就预计将失败。

【小小财神评】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，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。