英文原文来自：https://medium.com/@jackiebo/how-we-build-our-product-roadmap-at-asana-56953b1e25ad
如何构建产品路线图
BY Jackie Bavaro 翻译：Kevin嚼薯片
Asana：是一个集邮件、办公、文档、沟通于一体的任务管理平台,它注重使用键盘的快捷方式,可以帮你节省不少工作的时间。
在Asana之前，我在谷歌和微软工作，见识了两种截然不同的公司战略。
微软是自上而下的机制：我们的高级副总裁制定一项战略，然后我们的初级副总裁从那个战略中衍生并为我们部门制定更具体的战略。我们的产品总监为我们部门制定一个，产品经理会主导着把项目包给像我这样的人。这个策略很明确，但作为一个个体执行者，很难做出改变。
谷歌是自下而上的：每一个团队都独立地决定他们想要做的事情，并告诉总监。总监会选择他们最喜欢的，并把这作为策略，发给副总裁。而副总裁会挑选他们最喜欢的，然后把它作为公司战略。其余的工作仍将被完成，只是不会作为策略而已。作为个体执行者，我们有很多自主权。但是，团队之外的人通常不会认为这项工作是有战略性意义的，这会导致项目被取消，工作也被浪费了。
在Asana，我们想要整合这两者：一个能让每个人都可以将日常细节工作中与公司的任务联系起来的清晰战略，以及一个能让最亲密的人能决定方向的协作过程。
我们坚信，明确的目标、计划和责任能够帮助公司的每一个人去达到自己最大的努力。我们在Asana中表达这个的方式就是使用透明金字塔。
金字塔以公司使命开始，这是我们所有人努力的最终目标。通过让所有的团队成员轻松地协同工作来实现公司繁荣。
然后我们将使命分解为高级战略。它比这个更详细，但基本上是这样的：
1. 做一个能让团队成员轻松地进行协作的产品
2. 将该产品应用于所有团队
3. 通过完成1和2，让Asana成为最好的公司
我们的使命和战略始终如一，但每年我们都在一起去共同构建我们的目标。目标是我们认为最具有战略意义的为期一年的方向，并在明年取得成功。在2017年，我们有14个目标，包括4个全公司的目标。（如：增加收入）和4个产品目标(如：令产品更快）。
要想从公司的每个人那里得知明年应该关注的事情，不是件容易的事。有些人很害羞，不愿分享自己的想法，而另一些人则过于吵闹。很难区分不同群体的不同观点和不同想法。倾听和理解所有的想法是很重要的，但也要勇敢地拒绝并给出理由，让人们相信最终的结果。
我们总是在这个过程中迭代，但我通常喜欢把一个开放的想法和一个有条理的过程结合起来征求意见。
我们最重要的流程之一是“用户心声”，即VoC（Voice of the Customer）。每个用户和业务团队都以个人形式去创建他们前10的产品需求列表。例如，用户建议团队去考虑机票的数量，销售团队去考虑交易的丢失价值。VoC的所有者与商业领袖合作，将这些排名结合起来，并与各个团队进行沟通，以得到他们的支持。这将创建一个单独且完整的前10产品需求列表。在2017年初，应用程序的性能排名第一，我们真的团结起来在那里进行了大量的投入。
为了收集更多的信息，我们要求每一个产品经理 和 开发经理，以及来自设计 和 用户体验的代表们，参与我们的“产品机会”项目，参加这个项目的同时一直在增加，并在这年内为产品想法进行投票。
选择目标 和 定义产品路线图 的过程是并行的。如果有让我们感觉是很重要的产品工作，我们就会知道它的发展方向是什么。如果有一个让我们感觉是很重要的公司产出，我们会考虑能做些什么来实现它，以及我们能在一年里做多少工作。
有一种方法很有效：那就是用投资组合的方式去思考产品路线图。我们使用Asana来为每一项产品工作和特定领域创建一个项目，以使其与目标、业务价值和成本相匹配。这样就可以很容易地将工作向上向下地重新排序，并在每个任务的注释中讨论和澄清工作。我们关注每一个目标所完成的百分比，然后如果看上去失去了平衡的话，我们能调整我们的计划。除了平衡目标，我们还能平衡其他维度，比如小投资与大赌注。
一旦目标和路线图得到解决，我们就把它整合到一个大型汇总演示中，我们将在接下来的一年里描绘出Asana的发展，以及准备工作。我们详细地介绍了每个目标，将其与公司整体战略联系起来。这是我们全年中最重要的演讲之一，因为它能帮助公司的每一个人都清楚目标。
然后我们进入到处于透明金字塔底部的“KRs”（Key Results关键结果）。KRs是团队每一段时间(6个月)设置的方向。每个KR都有一个代理人、一个截止日期、一个明确的成功定义，并直接连接到一个目标。团队决定他们自己的工作和他们自己的KRs，目标负责人去审查KRs，以确保我们所做的工作实际上是为了达到目标而设置的。
这里有一个例子，说明在实践中所有这些点之间的联系。在Asana，有一个人在寻找访问Asana时能发送更少数据的方法。这项工作是将数据的加载速度提高一倍。KR的目标是为了让Asana更快。目标是服务于战略点：制造一种使团队轻松协作的产品（因为等待app响应是轻松的反面)。这一战略是为我们的使命服务的，我们的使命是让所有的团队能够轻松地进行协同工作。
产品路线图是我在Asana所做的最自豪的事情之一。我们一直从公司的人那里听到他们认为我们在处理最重要的事情。整个公司的人都清楚地看到了我们正在构建的东西以及为什么。我们选择做什么，我们选择不做什么，都是有策划的。
我们不断地迭代这个过程，使它变得更好。在接下来的一年里，我们正在寻找一种方法，让我们能够更专注于问题，而不是专注于解决方案，并让产品经理们和其他人在整个年度里都致力于推进项目。我们还在考虑如何最好地整合更多的长期团队，同时保留将人们转移到最重要的工作的灵活性。
你是如何为你的工作去设计线路图的？我期待你在评论区进行分享！
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How we build our Product Roadmap at Asana
Before Asana I worked at Google and Microsoft, and I learned two very different ways of approaching company strategy.
Microsoft was very top-down: Our senior VP crafted a strategy, and then our junior VP crafted a narrower strategy for our division, derived from that one. Our GPM then wrote the one for our division, and PM leads would parcel out the projects to people like me. The strategy was clear, but it was very hard as an individual contributor to make a difference.
Google was very bottom-up: Each team decided independently what they wanted to work on, and told the Director. The director would pick their favorites and send those up to the VP as their strategy. The VP would pick their favorites and send them up to be company strategy. The other work would still get done, it just wouldn’t connect into the strategy. As individual contributors, we had a lot of autonomy. But, often people outside the team wouldn’t think the work was strategic, leading to canceled projects and wasted work.
At Asana we wanted to get the best of both worlds: a clear strategy where everyone can connect the dots from their daily work to the company mission, and a collaborative process where the people closest to the work can influence our direction.
We believe strongly that having clarity of purpose, plan, and responsibilities helps everyone at a company do their best work. The way we represent this at Asana is with The Pyramid of Clarity.
The pyramid starts at the top with our company mission, the ultimate goal we are all working towards. Help humanity thrive by enabling all teams to work together effortlessly.
We then break the mission down into our high level strategy. It’s a little more detailed than this, but it basically rounds up to:
1. Make a product that makes teamwork effortless
2. Get that product to all teams
3. Make Asana the best company at doing 1 & 2
Our Mission and Strategy stay consistent over time, but each year we get together cross functionally to build our Objectives collaboratively. Objectives are the year-long goals that we believe are most strategically important to be successful in the next year. In 2017 we had 14 Objectives, including 4 company-wide ones (eg. growing revenue), and 4 product ones (eg. making the product fast).
It’s no easy task to get input from everyone across the company on what we should be focusing on for the next year. Some people are very shy about sharing their thoughts, while others are disproportionately loud. It can be hard to prioritize across wildly different ideas coming from different groups with different perspectives.It’s important to hear and understand all of the ideas, but also to be brave enough to say no, and to explain why so people can trust the end result.
We’re always iterating on the process, but I generally like to combine an open call for ideas with a structured process for soliciting ideas.
One of our most important processes is “Voice of the Customer”, or VoC. Each customer facing and business team works with all of the individual people to create their own top-10 list of product requests. For example, the customer support team considers the number of tickets and the sales teams consider the value of the deals lost. The owner of VoC then works with business leadership to combine those rankings and socialize back to the individual teams to get their buy-in. This creates a single top-10 list that the whole business org agrees on. At the beginning of 2017, app performance was at the top of our list, and we really rallied around making a big investment there.
To gather even more input, we ask each PM & Eng Lead, and representatives from Design & UXR for their ideas, and scour through our “Product Opportunities” project where people from across the company have been adding and voting on ideas all year.
We then work in parallel on choosing our Objectives and defining the Product Roadmap. If there’s product work we feel is really important, we figure out what higher goal it levels up to. If there’s a company outcome we feel is really important, we consider what work we could do to achieve it, and how much work we can fit into a year.
One approach that really works well here is considering our roadmap like a portfolio. We of course use Asana for this — creating a project with tasks for each piece of product work and custom fields to match it to Objectives, Business value, and Cost. That makes it really easy to reorder work to be above or below the line, and to discuss and clarify the work in the comments of each task .We look at what percent of our efforts is going towards each Objective, and then we can adjust our plan at that level if the balance seems off. In addition to balancing across Objectives, we also balance across other dimensions like small wins vs. big bets.
Once the Objectives & Roadmap are settled, we pull it together into a big all-hands presentation where we draw the vision for what Asana will look like at the end of the next year and examples of what kinds of work we might do . We go into detail on each Objective to connect it to the overall company strategy. This is one of the most important presentations we do all year because it helps every person at the company get clarity of purpose.
Then we get to the bottom of the Pyramid of Clarity, the KRs, or “Key Results”. KRs are the goals teams set for each Episode (6 months). Each KR has an assignee, a due date, a clear definition of success, and directly connects to an Objective. Teams determine their own work and their own KRs, and the Objective owners review the KRs to ensure that the work we’re doing will actually add up to achieving the Objective.
Here’s an example of what all those dots connecting looks like in practice. There was a person at Asana who worked on finding ways to send less data over the network whenever someone opens Asana. That work was in service of a KR to double the speed of loading data. The KR was in service of the Objective to make Asana fast. The Objective was in service of strategy point #1: Make a product that makes teamwork effortless (since waiting for an app is the opposite of effortless). And that strategy is in service of our mission of helping humanity thrive by enabling all teams to work together effortlessly.
Our product roadmap is one of the things I’m most proud of at Asana. We consistently hear from people across the company that they believe we are working on the most important things. People across the company have a clear vision of what we’re building and why. We’re intentional about what we choose to do and what we choose not to do.
We constantly iterate on this process to make it better. For next year, we’re looking at ways that we can be more problem-focused rather than solution focused and have PMs and other people work on project proposals throughout the year. We’re also considering how to best incorporate more long-running teams while still retaining the flexibility to shift people to the most important work.
How do you do roadmapping at your job? I’d love to hear in the responses below!
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