Google’s PM How to Prioritize as a PM要約

Product Manager(以下PM)がどのようにチームの優先順位を付けて仕事をするか?というお話を聞いてきたので、アウトプット。



In order to build the best possible solution, a product manager needs to understand why they are building. Once the problem and stakeholders have been identified, how does a PM tackle solving it? Jeff Betts, a Product Manager at Google, will cover this problem-solving framework and share insights and anecdotes from his user-first approach to product development and prioritization strategy.


  1. プライオリティーを付ける為のカスタマーの理解
  2. プランニング

◯ 1. プライオリティーを付ける為のカスタマーの理解


PM provide focus through prioritization. 
Satya Patel FVP@Twitter


Customer are always beautifully, wonderfully dissatisfied, even when they report being happy and business is great.
Amazon CEO Jeff Bezos

Pro Tipとしては、Be suspicious of dogmas. 


カスタマーの抱える問題(講演内ではCustomer Painと言っていた。)の
仮説を自分の中で構築することができたら、プロダクトの差別化(Differentiate)、そしてUniqueな価値をカスタマーに届ける(Deliver a unique experience)というプロセスを踏むことになる。

Customer Painを理解する中で重要なのは、カスタマーと対話を重ねること。当たり前と思うかもしれないが、コレができていないために失敗するプロダクトは多い。

Differentiate の段階では、 Customer Painを解消した時に生まれる価値はなにか?(Value proposition)を基にアイデアを考え、アイデアの優先順位を付ける。上記の価値を考える時に、カスタマーが自分のプロダクトによってどうなって欲しいのか?を考えると良い。

The best way to imagine the reward is thinking about who we want our customers to become:
●We want them to become relaxed, productive workers who have the confidence that comes from knowing that any bit of information which might be valuable to them is only a search away.
●We want them to become masters of their own information and not slaves, overwhelmed by the neverending flow.
We want them to feel less frustrated by a lack of visibility into what is going on with their team.
●We want them to become people who communicate purposively, knowing that each question they ask is actually building value for the whole team.

最後に(Understand user’s pain→Differentiate→Deliver a unique experience)の一連のプロセスは1つの物語のように密接に繋がっているかを確認する。

We need to present one coherent story to the world.
Jack Dorsey CEO of Twitter



プランニングの段階では成功のプロセスをVisualize(可視化)することが大事と言っていた。また、意思決定をする上で常に、Portfolio Thinkingをする。つまり、ROI (Return Of Investment)を考慮する。


Objectives and Key Resultsの略。

here are a few keys to what make OKRs work at Google:
●Objectives are ambitious, and should feel somewhat uncomfortable
●Key Results are measurable; they should be easy to grade with a number (at Google we use a 0–1.0 scale to grade each key result at the end of a quarter)
●OKRs are public; everyone in the company should be able to see what everyone else is working on (and how they did in the past)
●The “sweet spot” for an OKR grade is .6 — .7; if someone consistently gets 1.0, their OKRs aren’t ambitious enough. Low grades shouldn’t be punished; see them as data to help refine the next quarter’s OKRs.

Objectiveは不明瞭でも構わないが、Key Resultは絶対値で定量的に計量される必要がある。また、チーム内で認識を合わせるためにOKRsは常に公開されていなければならない。

カスタマードリブンで考える視点は一貫させ、Key Resultに対しては、Exit Criteriaを各々に設ける。


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