Feature Opportunity Validation
功能機會驗證

In this lesson, we’ll focus on the first step in the opportunity validation process: conducting a manager briefing.
在本課中，我們將專注於機會驗證流程的第一步：進行經理簡報。

A manager briefing is a meeting with your manager in which you can gather information about the project you have just been assigned, and align on the expectations of that work. We’ll use the three components of a feature opportunity—strategic fit, user value, and business value—to guide the discussion.
與經理進行簡報是一場與您的經理會面的會議，您可以在會中收集有關您剛被指派的專案的資訊，並對該工作的期望達成一致。我們將利用功能機會的三個組成部分——戰略契合度、用戶價值和商業價值——來引導討論。

To help you conduct this conversation and gather the necessary information to validate the opportunity, we've created a Manager Briefing Template. It can be valuable to send the blank template to your manager in advance of your briefing and tell them that you'd like to walk through these questions together in the live discussion.
為了幫助您進行這次對話並收集驗證機會所需的信息，我們製作了一份經理簡報模板。在簡報前將空白模板提前發送給您的經理，並告訴他們您希望在現場討論中一起探討這些問題，這樣做會很有價值。

We’ve also filled out the template with a hypothetical example from Lyft. We’ll walk through that example in this lesson. Now, let’s dive into the three parts of the manager briefing template, starting with strategic fit.
我們也用來自 Lyft 的假設例子填寫了範本。在這節課中，我們將逐步講解這個例子。現在，讓我們深入了解經理簡報範本的三個部分，從戰略匹配度開始。

Your organization has a mission and vision for why it exists. These should translate into a strategy that gets more specific as it ladders down from your company to your function and your team.
你的組織擁有其存在的使命和願景。這些應該轉化為一個策略，並隨著從公司到職能部門再到團隊的層層推進而變得更加具體。

It’s important for new PMs to understand this context when they first start at a company. This helps them see how their individual projects tie into the company mission, vision, and overall product and team goals.
新任產品經理在剛加入公司時，了解這些背景是非常重要的。這有助於他們理解自己的個別專案如何與公司的使命、願景以及整體產品和團隊目標相結合。

It also allows you to communicate why the project is important to other core team members (i.e. your engineering and design counterparts), because this helps ensure they understand why your project should be prioritized.
這也讓你能夠向其他核心團隊成員（例如你的工程和設計夥伴）傳達為何該專案重要，因為這有助於確保他們理解為何你的專案應被優先考量。

Additionally, this helps avoid the "project manager trap." If your team is invested in the strategic importance of the project, it's less likely you'll need to spend valuable time following up on their individual tasks and specific objectives. They'll be motivated to accomplish the work on their own, so you can spend your time on product work.
此外，這有助於避免「專案經理陷阱」。如果你的團隊投入於專案的戰略重要性，那麼你就不太需要花費寶貴的時間去跟進他們的個別任務和具體目標。他們會有動力自行完成工作，讓你可以將時間花在產品工作上。

The strategic fit of a project can be evaluated at 4 different levels: company mission and vision, company strategy, product strategy, and team goals. Let’s define each of these. The company mission and vision summarize the reason why your company exists. These should capture what your company is trying to accomplish in the long term. Usually, they’re related to creating value for the user by delivering a solution that improves their experience in a meaningful way. In contrast, the company strategy includes the things that your company is trying to achieve in the short-to-medium term.
一個專案的策略契合度可以從四個不同層面來評估：公司使命與願景、公司策略、產品策略以及團隊目標。讓我們來定義這些層面。公司使命與願景總結了公司存在的理由，應該捕捉公司試圖在長期內達成的目標。通常，它們與透過提供解決方案來為用戶創造價值有關，這些解決方案能以有意義的方式改善用戶體驗。相對而言，公司策略則包括公司在短期至中期內試圖達成的目標。

The product strategy encompasses goals specific to the product that will help advance the company strategy. The product strategy may be the primary component of the company strategy if the company is “product-led.” That means the product is the most important piece of the company. However, this is not always the case; companies can be distribution-led, marketing-led, or sales-led, depending on what they prioritize. Finally, the team’s goals should tie back to the product strategy and overall company strategy. Your project should directly support one or more of your team’s goals, and you should be able to understand the degree of impact your project will have on those specific goals.
產品策略包含了有助於推進公司策略的特定目標。如果公司是「產品導向」，那麼產品策略可能是公司策略的主要組成部分。這意味著產品是公司最重要的一環。然而，情況並不總是如此；公司可能會根據其優先考量而成為分銷導向、行銷導向或銷售導向。最後，團隊的目標應該與產品策略和整體公司策略相連結。您的專案應直接支持一個或多個團隊目標，並且您應該能夠理解您的專案對這些特定目標的影響程度。

We can start to apply the feature opportunity validation framework to a real feature opportunity investigated at Lyft a few years ago. A PM on the Driver Experience team was interested in evaluating an opportunity to improve a driver’s end-of-session experience as they tried to get back to their original destination. This PM started by grounding the opportunity in the four levels of strategic fit. Lyft's mission is to improve people's lives with the world's best transportation. The company’s vision is to change the way the world works, ride by ride. Lyft envisions a world where cities feel small again, and where transportation and tech bring people together, instead of apart. To directly support that mission and vision in the near term, the company strategy focuses on providing drivers with flexible earning opportunities, and offering riders faster and more affordable alternatives to personal vehicle use - while saving them time and money. Lyft is a product-led company, so the product strategy directly overlaps with the company strategy. The most relevant piece for this particular opportunity is the driver strategy: to empower drivers with flexible earning opportunities that work for them. And finally, the Driver Experience team’s goal was to help drivers get more value out of the Lyft app and improve their experience using it.
我們可以開始將功能機會驗證框架應用於幾年前在 Lyft 調查的一個真實功能機會。司機體驗團隊的一位產品經理對評估一個改善司機結束行程體驗的機會感興趣，當他們試圖返回原始目的地時。這位產品經理首先將機會建立在四個層次的戰略契合度上。Lyft 的使命是通過世界上最好的交通工具改善人們的生活。公司的願景是改變世界的運作方式，一次乘車一點一滴。Lyft 設想了一個城市再次變得小巧的世界，交通和科技將人們聚集在一起，而不是分開。為了在短期內直接支持該使命和願景，公司戰略專注於為司機提供靈活的賺錢機會，並為乘客提供比使用私人車輛更快、更實惠的替代方案——同時為他們節省時間和金錢。Lyft 是一家以產品為導向的公司，因此產品戰略直接與公司戰略重疊。 對於這個特定機會而言，最相關的部分是司機策略：賦予司機靈活的賺錢機會，讓這些機會對他們有利。最後，司機體驗團隊的目標是幫助司機從 Lyft 應用程式中獲得更多價值，並改善他們的使用體驗。

It's not uncommon to be missing one of these steps, even after conducting the manager briefing. For example, your company may not have a clearly-articulated product strategy yet. However, your job is to ask and make sure you get as much as you can during the manager briefing. Continue to work with your manager over the course of the project to understand how your project ladders up the company’s objectives as things evolve.
即使在進行了經理簡報後，缺少其中一個步驟也是常見的情況。例如，您的公司可能尚未明確闡述產品策略。然而，您的工作是提出問題，並確保在經理簡報中獲得盡可能多的信息。在整個項目過程中，繼續與您的經理合作，以了解隨著情況的發展，您的項目如何符合公司的目標。

The next step is to evaluate user value. This part of the manager briefing allows you to understand the hypotheses the leadership team and your manager have already made about the user and their problem. There are four questions that make up a holistic user hypothesis: Who is the user? What problem are we trying to solve for them? Why is that problem important to the user? What does success look like for the user, and how will we measure it? Let’s walk through each of these in more depth.
下一步是評估用戶價值。這部分的經理簡報讓你了解領導團隊和你的經理對用戶及其問題已經做出的假設。完整的用戶假設由四個問題組成：誰是用戶？我們試圖為他們解決什麼問題？為什麼這個問題對用戶來說很重要？對用戶來說，成功的樣子是什麼，我們將如何衡量它？讓我們更深入地探討這些問題。

First, who is the user? This is an initial hypothesis of who your target user is. You can think of this in 2 categories: demographics or firmographics, and product behaviors. We’ll use demographics to identify our customers in a B2C setting, and firmographics in a B2B setting. Demographics can include things like age, gender, ethnicity, income, level of education, occupation, and family structure. Firmographics can include industry, location, annual revenue, company size, company type, or employee/executive title. And product behaviors include things such as freemium vs. paid users, desktop vs. mobile users, or users vs. non-users.
首先，誰是使用者？這是對目標使用者的初步假設。你可以從兩個類別來考慮：人口統計或公司統計，以及產品行為。我們會在 B2C 環境中使用人口統計來識別客戶，而在 B2B 環境中使用公司統計。人口統計可能包括年齡、性別、種族、收入、教育程度、職業和家庭結構等。公司統計可能包括行業、地點、年收入、公司規模、公司類型或員工/高管職稱。產品行為則包括免費用戶與付費用戶、桌面用戶與行動用戶，或使用者與非使用者等。

The second question regarding user value is, "What is the problem we are trying to solve for them?" There are two things to evaluate when articulating the user problem. First, the problem area. This is where the challenge occurs for the user of the product. Some key problem areas you can evaluate include a specific job to be done, cost, accessibility, performance, and integration. The second thing to evaluate is the signal. For every problem, you need concrete evidence that shows this might be true. For example, there may be in-product signals or user quotes regarding the issue.
關於用戶價值的第二個問題是：「我們試圖為他們解決什麼問題？」在闡述用戶問題時需要評估兩個方面。首先是問題領域。這是產品用戶面臨挑戰的地方。您可以評估的一些關鍵問題領域包括特定的工作要完成、成本、可及性、性能和整合。第二個需要評估的是信號。對於每個問題，您需要具體的證據來顯示這可能是真的。例如，可能會有產品內的信號或用戶對該問題的引用。

The next question to ask is, "Why is that problem important to the user?" The importance of a problem can be measured in three ways. The first is severity. That means, what are the pain points the user has due to the current problem? How painful are they? You can use a simple scale of low, medium, or high. The second measure of importance is the number of users impacted by the problem. This can be an exact number or a relative measure of how large this group is compared to your full user base. And the third measure of importance is alternatives. What alternatives or workarounds are users employing to solve the problem today? How do these alternatives solve the problem for them? Where do they fall short?
接下來要問的問題是：「為什麼這個問題對使用者來說很重要？」問題的重要性可以從三個方面來衡量。首先是嚴重性。這意味著，使用者因當前問題而產生的痛點是什麼？這些痛點有多痛苦？你可以使用簡單的低、中、高等級來評估。第二個衡量重要性的方法是受問題影響的使用者數量。這可以是精確的數字，或是相對於整體使用者群體的大小。第三個衡量重要性的方法是替代方案。使用者目前採用哪些替代方案或變通方法來解決問題？這些替代方案如何為他們解決問題？又在哪些方面有所不足？

Finally, ask, "What does success look like for the user? How will we measure it?" Success can be measured both qualitatively and quantitatively. Qualitative success describes improvement from the lens of the user. How will the user’s experience improve if you solve their problem? Quantitative success uses company metrics, such as adoption or sentiment ratings, to determine the success of the project.
最後，詢問：「對於使用者來說，成功是什麼樣子？我們將如何衡量它？」成功可以從質性和量性兩方面來衡量。質性成功從使用者的角度描述改善。如果你解決了他們的問題，使用者的體驗將如何提升？量性成功則使用公司指標，如採用率或情感評分，來判斷專案的成功。

A crucial but often overlooked step of defining success is articulating non-goals. Since no solution can solve every problem, it’s also important to articulate the problems that you are not trying to solve for your users.
定義成功的一個關鍵但常被忽視的步驟是闡明非目標。由於沒有任何解決方案能解決所有問題，因此闡明您不打算為用戶解決的問題同樣重要。

Let’s start building out our user value hypotheses for Lyft, beginning with the first question: who is the user? The target user for this driver experience opportunity is drivers, but the team specifically wanted to focus on part-time drivers who live in rural and suburban areas and commute into busier areas to drive for Lyft. The team believed that these particular drivers experienced end-of-session challenges most frequently, and found them the most painful.
讓我們開始為 Lyft 建立我們的用戶價值假設，首先從第一個問題開始：誰是用戶？這次駕駛體驗機會的目標用戶是司機，但團隊特別想專注於居住在鄉村和郊區，並通勤到繁忙地區為 Lyft 開車的兼職司機。團隊認為，這些特定的司機最常遇到會話結束時的挑戰，並且感到最痛苦。

The problem area is a specific job to be done: drivers getting back to their desired destination at the end of a driving session. At the time, drivers—especially those that lived in less busy areas—often struggled to pick up a rider who was headed in a similar direction to them. What’s more, drivers could not see the rider’s destination until after they had arrived at the pickup spot, at which point they might discover that the rider is not going in the same direction as they are.
問題領域是一項特定的工作：司機在駕駛結束後返回他們想要的目的地。當時，司機——尤其是住在較不繁忙地區的司機——常常難以接到與他們同方向的乘客。更糟的是，司機在到達接客地點之前無法看到乘客的目的地，這時他們可能會發現乘客的方向與他們不一致。

The signal that first prompted the Driver Experience PM to look into this opportunity was high cancelation rates for end-of-session rides. A high cancelation rate indicated that drivers weren’t satisfied with the rides they were getting and that there may be room to improve this part of the experience.
促使駕駛體驗產品經理開始關注這個機會的信號，是會話結束時的高取消率。高取消率顯示出駕駛員對他們所獲得的乘車體驗不滿意，這部分的體驗可能有改進的空間。

Next, the Lyft PM had to determine why this problem was important by estimating the severity, number of users impacted, and effectiveness of alternatives. The PM rated the severity of the problem as high, because cancelations are a big pain point for both passengers and drivers. For passengers, these late cancelations created an extremely frustrating and time-consuming rider experience. For drivers, the experience was frustrating and costly, since they had to waste time and gas getting to the pickup spot, only to cancel the ride - earning no income along the way. The users impacted were all drivers who live in rural and suburban areas and commuted into urban areas to drive for Lyft. At the time, these drivers made up about 75% of Lyft’s driver population. The alternatives they had at the time were simply to turn off the app and drive home without earning any income, or continue canceling until they found a rider going in the same direction as them. Neither of these options was an ideal alternative that supported the team’s goal of helping drivers get more value out of Lyft.
接下來，Lyft 的產品經理必須透過估算問題的嚴重性、受影響的用戶數量以及替代方案的有效性來確定此問題的重要性。產品經理將問題的嚴重性評為高，因為取消行程對乘客和司機來說都是一個大痛點。對乘客而言，這些延遲取消造成了極度令人沮喪且耗時的乘車體驗。對司機而言，這種體驗既令人沮喪又成本高昂，因為他們必須浪費時間和油費到達接客地點，卻最終取消行程，途中無法賺取任何收入。受影響的用戶是所有住在鄉村和郊區並通勤到城市地區為 Lyft 開車的司機。當時，這些司機約占 Lyft 司機總數的 75%。他們當時的替代方案僅僅是關掉應用程式並開車回家而無法賺取任何收入，或者繼續取消行程直到找到與他們同方向的乘客。這些選擇都不是支持團隊目標的理想替代方案，無法幫助司機從 Lyft 獲得更多價值。

Finally, the Lyft PM hypothesized the qualitative and quantitative impact of solving this problem for drivers. Qualitatively, a successful feature would enable drivers to more easily find and get paired with rides to their destination, improving their end-of-session experience. Quantitatively, the PM would want to see this show up in lower cancelation rates, as well as higher driver earnings and supply (in other words, more driver hours spent online).
最後，Lyft 的產品經理假設了解決此問題對司機的質性和量化影響。質性方面，一個成功的功能將使司機更容易找到並與前往目的地的乘客配對，改善他們的行程結束體驗。量化方面，產品經理希望看到這一點體現在較低的取消率，以及更高的司機收入和供應（換句話說，司機在線上花費的時間更多）。

One key area that the PM was not prioritizing at this time was allowing drivers to create route preferences beyond commuting to their final destination. Doing so would have expanded the scope of the project and the time required to complete it. While route preferences were a potentially interesting area to explore later, the focus of this project was to ship a solution that addressed the end-of-session pain point.
在這個時候，產品經理並未優先考慮允許駕駛者創建超越通勤至最終目的地的路線偏好。這樣做會擴大專案的範疇並延長完成所需的時間。雖然路線偏好在未來可能是一個有趣的探索領域，但此專案的重點是推出一個解決會話結束痛點的方案。

Putting all of this together, we now have a hypothesis for how this opportunity will deliver value to Lyft’s drivers.
綜合以上所有內容，我們現在有了一個假設，這個機會將如何為 Lyft 的司機帶來價值。

Now let’s move to the third part of the manager briefing: understanding the business value hypothesis. There are 3 questions we need to answer to build our business value hypothesis:
現在讓我們進入經理簡報的第三部分：理解商業價值假設。我們需要回答三個問題來建立我們的商業價值假設：

Which key stakeholders contribute to business value, and what are their alignment needs? What does success look like for the business, and how will it be measured? And how does success for this project tie to the team goals, product goals, and broader strategies of the company?
哪些關鍵利益相關者對商業價值有貢獻，他們的對齊需求是什麼？對於企業來說，成功的樣子是什麼，將如何衡量？這個項目的成功如何與團隊目標、產品目標以及公司更廣泛的策略相結合？

The first question to answer is, “which key stakeholders contribute to business value, and what are their alignment needs?” Stakeholders include decision-makers, such as your product leadership team, executives, and founders. The business value delivered through your project must align with their expectations. But beyond these decision-makers, there are other functions that support the delivery of business value, such as customer service, sales, or marketing. These teams need to be informed of the feature’s progress and outcomes so that they can support the project and the business value it delivers.
首先要回答的問題是：「哪些關鍵利益相關者對商業價值有貢獻，他們的對齊需求是什麼？」利益相關者包括決策者，如產品領導團隊、高管和創始人。通過您的項目所提供的商業價值必須符合他們的期望。但除了這些決策者之外，還有其他支持商業價值實現的職能部門，如客戶服務、銷售或行銷。這些團隊需要了解功能的進展和結果，以便支持項目及其所帶來的商業價值。

Next, you need to answer, "What does success look like for the business?" Again, you’ll want to estimate this both qualitatively and quantitatively. Qualitatively, you can describe the improvement you want to make to the business. For quantitative success, make sure to choose appropriate metrics to measure the improvement. Common quantitative metrics include revenue, retention, and activation.
接下來，你需要回答：「對於企業來說，成功是什麼樣子？」同樣地，你需要從質性和量化兩方面來估計。質性方面，你可以描述你希望對企業做出的改進。對於量化的成功，務必選擇適當的指標來衡量改進。常見的量化指標包括收入、留存率和啟動率。

It’s also important to articulate non-goals. For business value, non-goals are metrics that the leadership team should avoid using to measure the success of the project. Your project might deliver value against these metrics as a byproduct, or set foundations to do so in the future; however, the project should not be expected to deliver value against these metrics to be successful.
同樣重要的是要明確表達非目標。對於商業價值而言，非目標是領導團隊應避免用來衡量項目成功的指標。您的項目可能會作為副產品在這些指標上提供價值，或為未來提供基礎；然而，項目不應被期望在這些指標上提供價值才能被視為成功。

Finally, how does the success of this project tie to the team goals, product goals, and broader strategies of the company? After defining what business value success looks like both qualitatively and quantitatively, it's important to ensure this aligns with the four strategic fit elements we discussed earlier in this lesson.
最後，這個專案的成功如何與團隊目標、產品目標以及公司更廣泛的策略相結合？在定義了業務價值成功的質化和量化標準後，確保這些與我們在本課程中先前討論的四個策略契合要素相一致是很重要的。

Let’s answer these three questions for the Lyft driver experience opportunity. Key decision makers were product leadership, as well as the Driver and Matching teams. These were the stakeholders that needed to be fully aligned with the feature’s business value before development could begin. They were also critical to keep in the loop if the business value hypothesis changed at any point in development. The “informed” group included customer support, marketing, and the Lyft Community team. While these teams didn’t necessarily need to sign off on the business value hypothesis before development began, it would be critical for them to understand what the feature aimed to accomplish so they could support driver awareness, adoption, and engagement with the feature once it was launched.
讓我們回答這三個關於 Lyft 司機體驗機會的問題。關鍵決策者是產品領導層，以及司機和匹配團隊。這些是需要在開發開始之前完全認同該功能商業價值的利益相關者。如果在開發過程中商業價值假設有任何變更，他們也是需要保持知情的關鍵人物。“知情”群體包括客戶支持、市場行銷和 Lyft 社群團隊。雖然這些團隊不一定需要在開發開始前批准商業價值假設，但了解該功能的目標對於他們來說至關重要，以便在功能推出後支持司機的認知、採用和參與。

The driver experience team’s qualitative business goal was similar to the qualitative user goal: improve the driver experience. To define quantitative business goals, the team considered how improving the driver’s end-of-session experience might positively impact the business. Minimizing empty return trips, and therefore increasing driver earnings, was known to improve driver retention, so this was one metric the team hoped to impact. Cancelation rate was another business metric that the team believed would be significantly impacted by this opportunity because it was the primary alternative that drivers had at the time to address this problem.
駕駛體驗團隊的定性業務目標與定性用戶目標相似：改善駕駛體驗。為了定義量化的業務目標，團隊考慮了如何改善駕駛員的結束行程體驗可能對業務產生積極影響。減少空車返回的次數，從而增加駕駛員收入，被認為能夠提高駕駛員的留存率，因此這是團隊希望影響的一個指標。取消率是另一個業務指標，團隊認為這個機會將對其產生顯著影響，因為當時這是駕駛員解決該問題的主要替代方案。

A non-goal that the team agreed upon was directly driving revenue, primarily because measuring the impact on revenue would be difficult, especially for a moderate supply-side initiative like this one. Instead, the team would track the impact on cancelation rate, an input to revenue that was more easily measurable and trackable by the team.
團隊一致同意的一個非目標是直接推動收入，主要是因為衡量對收入的影響會很困難，尤其是對於像這樣的中等供應方計劃。相反，團隊將追蹤對取消率的影響，這是一個更容易由團隊測量和追蹤的收入輸入指標。

Lastly, it was clear that the business value impact laddered up directly to company strategy, mission, and values. Improving drivers’ ability to earn income on their way home directly served product and company goals around empowering drivers with flexible earning opportunities, which then laddered up to Lyft’s vision of using tech and transportation to bring people together.
最後，很明顯，商業價值的影響直接與公司的策略、使命和價值觀相契合。提升司機在回家途中賺取收入的能力，直接服務於產品和公司關於賦予司機靈活賺錢機會的目標，這進而與 Lyft 利用科技和交通將人們連結在一起的願景相呼應。

That wraps up the manager briefing for Lyft’s new driver experience feature opportunity. We’ll continue refining this Lyft opportunity in the “Refining Business Value” section.
這就是 Lyft 新駕駛體驗功能機會的經理簡報。我們將在「精煉商業價值」部分繼續完善這個 Lyft 機會。

As a final reminder, your manager may not have answers to all of these questions—and that's OK! Get as much information as you can during the manager briefing. Your next job is to refine this information and answer some of those unknowns.
最後提醒一下，您的經理可能無法回答所有這些問題——這沒關係！在經理簡報中盡可能多地獲取信息。接下來的工作是完善這些信息並解答其中一些未知問題。

We’ve now used the feature opportunity framework to run a manager briefing and define user value and business value hypotheses. You can add your own hypotheses to the Manager Briefing template. We’ll refine these user value and business value hypotheses in the next two sections.
我們現在已經使用功能機會框架來進行經理簡報，並定義了用戶價值和商業價值假設。您可以在經理簡報模板中添加自己的假設。我們將在接下來的兩個部分中進一步完善這些用戶價值和商業價值假設。