本文转自公众号：涛涛不绝看天下

这是一篇关于产品经理的经典文章，来自《创业维艰》作者 Ben Horowitz， 国内翻译包括书中都有不准确的地方，特地做了一份中英文对照，

原文地址：https://a16z.com/2012/06/15/good-product-managerbad-product-manager/

Warning: This document was written 15 years ago and is probably not relevant for today’s product managers. I present it here merely as an example of a useful training document.

注：这篇文章15年前由Andreessen Horowitz创始人Ben Horowitz所写，文中谈及的有关产品经理的内容或许与现在的产品经理有所不同，但读者可把它作为一份有用的培训资料看看。

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. A good product manager takes full responsibility and measures themselves in terms of the success of the product. 

好的产品经理对产品的目标市场、产品本身、产品线以及市场竞争了如指掌。凭着自身的知识技能和经验负责产品运营。好的产品经理也是产品的首席执行官，好的产品经理能全力履行职责并以产品的成功对自己进行评价。

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).

他们对正确的产品、正确的时机以及所有相关细节负有责任。好的产品经理了解公司、收入基本、竞争等种种情况的相关信息，他们负责制定并毫无托词地执行一个成功的计划。

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. Barksdale doesn’t make these kinds of excuses and neither should the CEO of a product.

差的产品经理总会给自己找一大堆理由，比如资金不足、工程师主管太笨、微软致力于开发同类产品的工程师人数是我们的10倍、我的工作量太大、没人给我相应的工作提示等等。Barksdale（滔注：15年前Netscape的CEO）不会制造这些借口，同样产品CEO也不会。

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.

好的产品经理不会被需要共同交付正确产品、履行正确时间的其他各类组织占用全部时间。他们不会耗掉所有产品团队的时间、不会制定管理各种职能、不会成为产品队的一部分;相反，他们管理产品团队。

 Engineering teams don’t consider Good Product Managers a “marketing resource.” Good product managers are the marketing counterpart 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”. 

技术团队不会将好的产品经理当成所谓“营销资源：。好的产品经理是技术经理的营销同行。好的产品经理清晰地定义目标、做什么(需求)，并管理交付什么。而差的产品经理在指出“怎么做”的时候自我感觉最棒。

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.

好的产品经理能以书面方式清晰地沟通工作上的事，即便在口头形式上也能做到清晰沟通。好的产品经理不会随便给出指示。但是，好的产品经理会非正式性地收集信息。

Good product managers create leveragable collateral, FAQs, presentations, white papers. Bad product managers complain that they spend all day answering questions for the sales force and are swamped.

好的产品经理会制作可参考的附加材料、常见问题解答、简报、白皮书。差的产品经理抱怨他们整天回复销售团队的问题，以至于头晕脑胀。

 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).

好的产品经理期望严重的产品缺陷，并建立真实可靠的解决方案。而差的产品经理整日跟踪消除缺陷。好的产品经理对于重要问题 （强竞争力的绝招、结实的架构抉择、艰难的产品决策、进军市场或放弃市场）进行书面记录。

 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.

而差的产品经理口头陈述观点并悲叹类似问题不要在发生。一旦差的产品经理失败了，他们则指出自己已经预测到会失败。

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).

好的产品经理会让自己的工作团队关注顾客需求和产品收益；而差的产品经理会带领自己的团队关注微软最近推出了几项新功能。 好的产品经理定义可努力实现的好产品。差的产品经理则定义这样的“好产品”：不能实现或让技术人员构建他们想要的产品(比如解决最难问题)。

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.

好的产品经理会思考如何在Inbound市场（内敛（入境）营销- 让顾客自己找上门的营销策略，以自己的力量挣得顾客的青睐，而非传统广告方式去拉顾客 ）上传递产品价值以及如何在Outbound市场(广告，活动，email等传统营销)获取市场份额和实现既定目标；差的产品经理对于交付价值、竞争性功能、定价和普遍性之间的区别，却混淆不清 。好的产品经理分解问题，而差的产品经理将所有问题捆绑为一个大难题。

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. 

好的产品经理考虑想让媒体书写的故事。而差的产品经理思考覆盖产品每个功能、考虑在媒体上确保技术（描述）准确。好的产品经理咨询媒体问题，而差的产品经理回答媒体的任何问题。

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.”

好的产品经理假定媒体和分析师是聪明的。坏的产品经理则假定媒体和分析人员是外行人——（认为他们不理解“推动”和“拟推动”的区别）。

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.

好的产品经理在清晰明确和解释显见问题上会犯错，而差的产品经理从来不会解释那些显而易见的问题。好的产品经理能准确定义什么是自己的工作、什么是自己的成功；而差的产品经理总在等别人去告诉他下一步应该怎么做。

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.

好的产品经理每周及时发送他们的现状报告，因为他们遵守纪律。而差的产品经理忘记及时发送，因为他们不重视纪律。