如何正确的和业务方聊需求？（内附项目协同和产品工作流PDF）

Article Summary

John discusses two types of demands that are commonly brought up in product management: one-liner demands and temporary demands. One-liner demands typically originate from observing competitors' successful products, while temporary demands often come from spur-of-the-moment ideas or ambitious goals to disrupt the industry.

To prevent product managers from merely executing orders and becoming "prototype machines," John emphasizes the importance of:

1. Effective communication with business stakeholders to understand the purpose of the demand and the problem it aims to solve. This ensures that the demand is well-thought-out and aimed at addressing a specific issue.
2. Outlining corresponding solutions to assess how the business side plans to operate and promote the new module, and how they intend to achieve their targets, indicating that they have a preliminary operational strategy.

By following these steps, the reasonableness of business demands can be evaluated. Subsequently, business demands should be accumulated in a business demand pool, which product managers can later prioritize for future version planning. The demands are then broken down into functional points through a process that includes competitive analysis, demand documentation, product planning, and product review.

John previously shared a process for business stakeholders to correctly raise demands, which can be obtained by messaging "项目协同" to his public account. He also added resources on competitive analysis, demand documentation, product planning, and product reviews, accessible through the keyword "产品经理技能."

Should there still be confusion regarding demand organization and priority determination, it is recommended to review the current state of the business and industry. John also talks about demand management and iterative planning, having established effective demand management standards for his team. The team operates on a rapid iteration cycle of approximately two weeks per version, encapsulating demand organization, board finalization, and release on specific days.

For further details on demand review meetings, John suggests reading articles titled "高效需求评审，看完这篇就够了" and "产品经理如何避免需求评审会背锅？" which cover aspects to address before, during, and after the review.

In conclusion, John offers a free course, created in collaboration with Gao Wei, a former product director with extensive experience, to help improve skills in demand analysis. This course is a limited-time offer for the first 58 registrants, providing a valuable opportunity for those looking to grow in product management roles.

Lastly, John presents an exclusive year-end benefit for those who sign up through his channel: a free comprehensive product manager knowledge map, a valuable resource for any professional.