For products, it is a common way to make business email list decisions based on the cost of creation and the value gained. It should be noted that when we consider the cost, in addition to the actual cost of investment, we should also consider the opportunity cost, whether these invested resources will obtain better value if they are used for other things.
This decision model is often used to determine priorities.
(2) Probabilistic decision-making model
There are too many uncertainties that affect the success of a product/project from its inception to its development.
Divide the probability of success into three types: upper, middle and lower: very likely to succeed, general probability to succeed, and difficult to succeed.
Come up with your solution and judge the probability of success of each solution. Generally speaking, for complex product problems, the probability formula of success can be: Product success probability = technical effect * user utility * number of users.
Technical effect: including technical feasibility and technical input cost (time/resource);
User utility: including the effect of the product (no matter which aspect, it must be greatly improved than the status quo), interactive friendliness (easy to operate);
Number of users: Whether there are enough people using the product, or there are enough significant users.
Evaluate your program, the factors related to these three, to see the final probability of success. It can be quantitative (you score with a set of your own criteria) or qualitative.
Boost each factor on the right side of the formula to make the value on the left side of the formula larger.
4. Ability to work with teams
Why is team collaboration also one of the underlying capabilities. This is because when we are talking about the landing of a complex scenario or the solution of a complex demand problem, the product manager is only a designer of a product solution after all. From the completion of the design to the final launch, the joint efforts of a team are required.