invision上的在線課程《成為一個(gè)產(chǎn)品設(shè)計(jì)師》很不錯(cuò)农渊，是Tinder的產(chǎn)品經(jīng)理兼首席設(shè)計(jì)師來講的泻红。
網(wǎng)址：https://www.invisionapp.com/ecourses/making-a-product-designer/
課程是英文的夭禽。看的過程順便翻譯過來（筆者并不完全認(rèn)同課程中的觀點(diǎn)）谊路，供感興趣的朋友參考讹躯。
課程共9篇，這篇是Chapter 1：What’s a product designer?（查看原文）
Well—you are. Or you’re about to become one.
正在看這個(gè)教程的你，看來是一個(gè)蜀撑，或者正準(zhǔn)備成為一個(gè)產(chǎn)品設(shè)計(jì)師。
And you’re a part of something big: a design renaissance. The rise of the product designer.
你是一件了不起的事情的參與者：一場(chǎng)設(shè)計(jì)復(fù)興剩彬，產(chǎn)品設(shè)計(jì)師的崛起酷麦。
Because design is the new language of business.“Software is eating the world.” Technology isn’t the differentiator that it used to be. Startup costs have dropped near zero, lowering the barrier to new entrants. Companies can now operate at scale in single domains, entirely in code.
因?yàn)樵O(shè)計(jì)是商業(yè)的新語言『砹担“軟件在吞噬一切”沃饶。技術(shù)并非像以往一樣是競(jìng)爭(zhēng)優(yōu)勢(shì)了。
創(chuàng)業(yè)成本已經(jīng)接近于零轻黑，降低著新進(jìn)入者的門檻糊肤。公司可以完全靠代碼在單個(gè)領(lǐng)域里經(jīng)營。
And all that means that the product and its experience have become the major differentiators.Code’s easy to replicate. A superior experience is not.A product’s design—how it meets human needs, how it brings delight, and how it works, both behind the scenes and on stage—has never been more in the spotlight.
這些意味著產(chǎn)品和產(chǎn)品體驗(yàn)成為主要差異氓鄙。代碼是很容易復(fù)制的馆揉，而優(yōu)秀的體驗(yàn)不會(huì)。一個(gè)產(chǎn)品的設(shè)計(jì)——如何切中人們的需求抖拦、如何帶來愉悅升酣、如何工作的，無論看到的和看不到的态罪，都從未如此被關(guān)注噩茄。
So what does that mean for the designer, the one whose job used to just be to “make it pretty?”
It means that you now lead the charge. For the customer. For the experience. For the brand. For the business.
這對(duì)于以往只是讓產(chǎn)品更好看的設(shè)計(jì)師來說意味著什么呢？
意味著現(xiàn)在起你需要帶頭負(fù)責(zé)复颈。包括客戶绩聘、體驗(yàn)、品牌和商業(yè)耗啦。
Geoff Teehan put it like this: “This is a most amazing time to be a designer. It’s the golden age, we just don’t know it yet. In some cases, you can work directly with people like Ev, Zuck and the like. That’s pretty insane.”
Geoff Teehan這樣說：“這是作為設(shè)計(jì)師最美妙的時(shí)候凿菩。這是黃金時(shí)代。我們只是還不知道帜讲。在某些項(xiàng)目里蓄髓，你可以直接跟像Ev, Zuck一樣的人們一起工作。這太瘋狂了舒帮』岷龋”
So, you want to design the product of the future? You’d better know your design history.
Because the role of product designer was born in a typewritten memo from 1931, penned by a manager at Procter & Gamble, who would later become Secretary of Defense and create NASA.
Don’t buy it? Let me take you back.
所以，你想設(shè)計(jì)屬于未來的產(chǎn)品嗎玩郊？那你最好了解這個(gè)設(shè)計(jì)領(lǐng)域的歷史肢执。
產(chǎn)品設(shè)計(jì)師的角色誕生于1931年一張打字機(jī)打出的備忘錄里，由寶潔公司的一個(gè)經(jīng)理寫出译红。這個(gè)經(jīng)理后來成為美國的國防部長并創(chuàng)建了NASA预茄。
不信？我們來回顧一下。
It’s May 1931. Cincinnati, Ohio. Neil McElroy is responsible for growing sales for the Camay soap brand, and it’s not going well. Camay’s in danger of being overshadowed by P&G’s Ivory soap.
McElroy realizes that the way his organization has an old-fashioned structure. So he sits down in front of his Royal Typewriter and taps out a proposal that would impact industries that didn’t even exist yet. His proposal: the brand man.
在1931年5月耻陕，美國俄亥俄州拙徽，辛辛那提市，Neil McElroy正負(fù)責(zé)Camay牌香皂的銷售增長诗宣，事情進(jìn)展并不順利膘怕。Camay面臨著被寶潔的Ivory牌香皂壓制的危險(xiǎn)。
McElroy意識(shí)到他的組織結(jié)構(gòu)已經(jīng)過時(shí)召庞，所以在他的打字機(jī)前坐下來岛心，敲下了一個(gè)將會(huì)影響當(dāng)時(shí)甚至還不存在的行業(yè)的提案，那就是：品牌負(fù)責(zé)人篮灼。
The brand man was a novel idea at the time. Companies like P&G hired people for specific business functions such as, say, sales or research or administration.
But the brand man—and later, brand manager—would be tasked with guiding a product to success. He’d seek to understand which processes worked and which didn’t, trying “to apply this same treatment to other territories that are comparable.” And he’d go into the field to measure results, reporting back with data to tweak their approach.
品牌負(fù)責(zé)人在當(dāng)時(shí)還是一個(gè)很新奇的主意忘古。像寶潔這樣的公司雇傭的都是負(fù)責(zé)具體業(yè)務(wù)功能的人，比如銷售诅诱、研究員或者行政人員髓堪。
但是品牌負(fù)責(zé)人（后來變?yōu)槠放平?jīng)理）被安排來負(fù)責(zé)引導(dǎo)一款產(chǎn)品走向成功。他要尋找哪些過程有用娘荡、哪些沒用旦袋，試著把相同的策略應(yīng)用到類似的營業(yè)地區(qū)。而且他要實(shí)地測(cè)量效果它改，帶數(shù)據(jù)回來報(bào)告疤孕，以調(diào)整他們的方法。
Soon, P&G would reorganize their company around this newly invented role, and McElroy would take over the company. Competitors around the world copied them.
McElroy couldn’t have foreseen his role in creating the concept of product management in software. But it was a former P&G brand manager who would introduce this concept to software in 1981: Scott Cook, founder of Intuit. Their first product was Quicken. You may have heard of it.
很快央拖，寶潔圍繞這個(gè)新發(fā)明的角色調(diào)整了公司組織祭阀，McElroy接管了公司。全球的競(jìng)爭(zhēng)者們復(fù)制寶潔的做法鲜戒。
McElroy不可能預(yù)見到他在創(chuàng)造軟件行業(yè)的產(chǎn)品經(jīng)理這個(gè)概念中起到的作用专控。但正是寶潔的前品牌經(jīng)理Scott Cook在1981年把這個(gè)概念引入到了軟件行業(yè)。他是Intuit的創(chuàng)始人遏餐。他們的第一款產(chǎn)品叫Quicken伦腐，你可能聽說過。
Now, in 2015, we’re witnessing the rise of product design. And the product designer stands on the shoulders of the product manager. So to really understand what’s up with product design, we first need to understand how the product manager came to be.
Rewind to the 1980s. Software companies were on the rise. As new product development got more complicated and engineers ran out of bandwidth, usability tended to suffer. On top of that, products were becoming more and more consumer-oriented.
現(xiàn)在是2015年失都，我們?cè)谀慷弥a(chǎn)品設(shè)計(jì)的崛起柏蘑。產(chǎn)品設(shè)計(jì)師站在了產(chǎn)品經(jīng)理的肩膀上。所以要真正理解產(chǎn)品設(shè)計(jì)的現(xiàn)狀粹庞，我們首先要理解產(chǎn)品經(jīng)理的演變咳焚。
回到1980年代。軟件公司飛速發(fā)展庞溜。由于新產(chǎn)品的開發(fā)變得愈發(fā)復(fù)雜革半，工程師用完了帶寬，可用性變得難以忍受。最重要的是又官，產(chǎn)品變得越來越以消費(fèi)者為導(dǎo)向延刘。
Scott Cook was one of the first to implement brand management–like principles at a tech company. From day 1, he sought to observe customer needs and solve them with a product.
Other companies, like Microsoft, came at product development from a different direction. They realized, in Joel Spolsky’s words, that:
“[The] marketing team was ranting and raving about customer needs and nobody had time to talk to them or translate their MBA-speak into actual features. There was a lot of product design stuff that took a lot of work: talking to users, running usability tests, reviewing competitive products, and thinking hard about how to make things easier, and most programmers just didn’t have the time (nor were they particularly good at it).”
Scott Cook是最早在科技公司執(zhí)行類似品牌管理的原則的人之一。從第一天起六敬，他就試圖觀察用戶需求并用產(chǎn)品來解決碘赖。
其他公司，像微軟觉阅，則從一個(gè)不同的方向開始產(chǎn)品開發(fā)崖疤。他們意識(shí)到秘车，用Joel Spolsky的話說：“市場(chǎng)團(tuán)隊(duì)叫囂著用戶需求典勇，但沒人有時(shí)間跟他們聊，或者把他們的MBA式的言論翻譯成實(shí)際的功能叮趴。大量的產(chǎn)品設(shè)計(jì)事務(wù)需要很大的工作量：和用戶交流割笙，進(jìn)行可用性測(cè)試，分析競(jìng)品眯亦，努力思考如何讓事情更容易伤溉。大部分的程序員只是沒有這個(gè)時(shí)間（并非他們不擅長做這些）”
Microsoft decided to fill the gap, and named the role, “program manager.”
That was the 1980s. Flash forward 30 years and we have a new term: product designer. So what’s the difference?
The product designer blends aspects of a product manager and a designer. Product management as we know it is shifting into the realm of the designer.
微軟拒絕填補(bǔ)這個(gè)空缺，并指定了這個(gè)角色：項(xiàng)目經(jīng)理妻率。
那是80年代乱顾。快進(jìn)到30年后我們有了一個(gè)新的名詞宫静，產(chǎn)品設(shè)計(jì)師走净。那么區(qū)別在哪里？
產(chǎn)品設(shè)計(jì)師混合了產(chǎn)品經(jīng)理和設(shè)計(jì)師兩個(gè)方面孤里。正如我們知道的伏伯，產(chǎn)品管理正在進(jìn)入設(shè)計(jì)師的領(lǐng)域。
In other words, a product designer bears responsibility for 2 broad tasks:
1. Identifying the opportunity for a new product in a customer’s life
2. Bringing that product into existence
也就是說捌袜，產(chǎn)品設(shè)計(jì)師承擔(dān)兩個(gè)方面的責(zé)任：
1.在用戶生活中識(shí)別新產(chǎn)品的機(jī)會(huì)说搅；
2.把產(chǎn)品實(shí)現(xiàn)出來；
Why has this happened?
As noted earlier, design has become a significant competitive advantage. To realize that advantage, companies need people who understand the customer, the problems they face, and how the product can help them overcome those problems. Then, that understanding needs to be synthesized, visualized, and designed into a solution. And someone has to choreograph the epic process of bringing that solution to light, ensuring the effective collaboration of folks from a host of disciplines, including writing, web dev, engineering, marketing, and more.
為什么會(huì)這樣呢虏等？
正如前文提到的弄唧，設(shè)計(jì)已經(jīng)成為一個(gè)重要的競(jìng)爭(zhēng)優(yōu)勢(shì)。為了實(shí)現(xiàn)這個(gè)優(yōu)勢(shì)霍衫，公司需要有人理解用戶套才，用戶面臨的問題，以及產(chǎn)品如何幫助用戶解決這些問題慕淡。然后背伴，這些發(fā)現(xiàn)的需求需要被整合，變得更直觀，然后被設(shè)計(jì)成解決方案傻寂。必須要有人來編排實(shí)現(xiàn)這個(gè)方案的偉大過程息尺，確保來自諸多專業(yè)的人們高效的協(xié)作，包括文案疾掰、web開發(fā)搂誉、工程師、市場(chǎng)人員等等静檬。
Of course, like most roles in the tech world, a product designer’s responsibilities will shift slightly with every new company and challenge. In some places, product designers might need to learn to write code to bring a product to life. In others, a deep understanding of a customer’s psychology is a critical ingredient.
But wherever they call home, product designers work to close the gap between developer and customer.
The customer is who the product designer really works for. And in our next chapter, that’s exactly who we’re going to examine.
當(dāng)然炭懊，就像科技行業(yè)的多數(shù)角色，產(chǎn)品設(shè)計(jì)師的職責(zé)會(huì)因公司和挑戰(zhàn)而稍有不同拂檩。在有些地方侮腹，產(chǎn)品設(shè)計(jì)師可能需要學(xué)會(huì)寫代碼來實(shí)現(xiàn)產(chǎn)品，而有些地方稻励，對(duì)用戶心理的深刻理解則是關(guān)鍵父阻。
但是不管怎么說，產(chǎn)品設(shè)計(jì)師的工作是填補(bǔ)開發(fā)者和用戶之間的縫隙望抽。
其實(shí)用戶才是產(chǎn)品設(shè)計(jì)師的工作對(duì)象加矛。在下一篇，我們就要仔細(xì)觀察的正是用戶煤篙。
Praxis
History and theory are nice and all, but they fade quickly without practice. Moving forward, at the end of every lesson we’ll highlight 3 action items you can apply to your design process?right now. Because your time is precious. (And reading sentence fragments is easier than reading full sentences.)
習(xí)題：
歷史和理論是挺好的斟览，但沒有練習(xí)很快就會(huì)忘記。后面每節(jié)課的結(jié)尾我們會(huì)標(biāo)出3個(gè)你可以立即用到你的設(shè)計(jì)中去的行動(dòng)條目辑奈，因?yàn)槟愕臅r(shí)間是寶貴的苛茂，讀句子片段比讀大段的句子要容易很多。
關(guān)于作者：@scotthurff
Scott Hurff is the lead designer and product manager at Tinder. He also teaches designers new skills at?designers.how.
翻譯：@M_Zheng_
轉(zhuǎn)載請(qǐng)先聯(lián)系身害。
