Identify critical product management tasks.
识别关键的产品管理任务。
Hone your product management skills to meet agile needs.
磨练你的产品管理技能以适应敏捷的需要。
Practical advice for adapting product management to agile needs
产品管理适应敏捷需要的实用建议
There are some important points to keep in mind related to project management and product management.
以下是一些关于项目管理和产品管理的要点，值得牢记在心。
Many times, product management overlooks upgradeability, profitability, reliability, or affordability.
很多时候，产品管理都会忽略可升级性、可盈利性、可靠性和可购性。
I contend that agile is optimized for product management but can be used to effectively manage projects.
我认为敏捷方法最好用于管理产品，不过用于管理项目也很有效。
Adrian Mitu manages the product management team for Composite Application management solutions within Tivoli.
Adrian Mitu负责Tivoli内部产品管理团队的复合应用管理解决方案。
Others, including developers, quality assurance personnel, product management and CEOs/CIOs may find interest.
当然，其他诸如开发人员，质量保证人员，产品经理或者CEO，CIO们也可能对本文感兴趣。
T-Mobile’s product management chief Paul Cole is calling it “a connection hub wrapped in a layer of protection.”
T-Mobile 的产品管理总监PaulCole 将这一产品称为“包裹在一层保护壳中的热线中心”。
So how can product management adapt to their company's transition to agile, and avoid the pitfall discussed above?
因此，公司转向敏捷时，产品管理怎么去适应，并避免上面讨论的陷阱呢？
The new features have been generally built on top of the same product management infrastructure used for Version 5.
一些新的特性已经建立在版本5使用的相同的产品管理构造上。
The biggest transition you will face is embedding someone with product management experience into the development team.
你会面临的最大转变是某个拥有产品管理经验的人会嵌入到开发团队中。
The less time product managers spend on project management, the more time they will be able to spend on product management.
产品经理花在项目管理上的时间越少，可以花在产品管理上的时间就越多。
It requires a strong collaboration with the disciplines of interaction design, software development, and product management.
它需要交互设计、软件开发和产品管理等多方面人才的通力合作。
Agarwal tells us that Apple is completely run by its engineers. "They don't have a lot of product management," he says.
阿格·沃尔告诉我们说，苹果完全是完全由工程师来运转的。
The skills, talents, and traits involved in project management are very different from those involved in product management.
项目管理涉及的手段、才能和品质与产品管理所涉及的差别很大。
He founded his second company in Palo Alto in 2005 and sold this company to Salesforce.com, becoming VP of Product Management.
他于2005年在帕罗奥图建立了自己的第二个公司并将其卖给“塞尔福斯”网络公司，成为了产品管理副总裁。
Exadel is shifting its business model away from software and product management and towards professional services as a result.
Exadel已经逐渐放弃原来以软件和产品管理为主的业务模型，转向专业服务。
We got a chance to talk to Takeshi Numoto, the corporate vice President of the Microsoft Office Product Management Group, last week.
上周我们有机会与微软Office办公软件产品管理组的副总裁Takeshi Numoto聊一下。
"Every McKinsey consultant will tell me I'm spreading things too thin," says Jonathan Rosenberg, Google's head of product management.
谷歌产品管理经理JonathanRosenberg称，“每个麦肯锡顾问都会告诉我，我们的业务摊得太开。”
Agile calls for new product management skills and traditional staffing models do not typically accommodate the new product owner role.
敏捷需要新的产品管理技巧，传统的人员编制模型一般无法适应新的产品负责人角色。
As with many apsects of product management, extra time and effort up front defining the problem can save time and effort down the road.
与产品管理中的其他许多方面类似，多花些时间精力提前明确问题可使工作开展后节省更多时间精力。
Also, at times the system test team was responsible for a portion of a demo to product management to showcase the iteration deliverable.
同样，有时系统测试团队负责一部分向产品管理层的演示，从而显示迭代的可交付件。
This is often a sign that product management or the end customer is not willing to change and to take on the product Owner responsibilities.
这意味着产品管理人员或者最终客户不愿意进行改变，不想担当起产品负责人的职责。
R.J. Pittman, Google's director of product management, said: "Great restraint in the design of this is what's going to maximize its adoption."
Google产品经营主管R.J.Pittman说：“产品设计上最大的障碍是如何扩大搜索结内容。
InfoQ spoke with Burley. Kawasaki, Director of Product Management in the connected System's division who gave us an introduction on the project.
InfoQ采访了互联系统部门的产品管理主管Burley Kawasaki，他给我们介绍这个项目。
Her experience makes her a perfect candidate to document the best practices and pitfalls to transition from traditional to agile product management.
她的经验使她很适合记录从传统产品管理过渡到敏捷产品管理的最佳实践和陷阱。
The sample application that is discussed in this article is a product management application. The application provides its users the following features.
本文中所讨论的例子应用是一个产品管理应用。
When development teams adopt agile practices, product management is often caught off guard by the amount of work added to their already overflowing plate.
开发团队采用敏捷时，产品管理会给他们已经超负荷的工作量中再增加更多工作，团队因此措手不及。
Don't get too hung up on titles - they get in the way - but rather match up people with product management tasks they are skilled at and passionate about.
不要太执着于职称——它们会造成障碍——给人员分配产品管理任务时，要分配他们熟练并有激情的任务。
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