片语

Product line management生产线管理

product structure management产品结构管理

Product Information ManagementProduct information management or PIM refers to processes and technologies focused on centrally managing information about products, with a focus on the data required to market and sell the products through one or more distribution channel A central set of product data can be used to feed consistent, accurate and up-to-date information to multiple output media such as web sites, print catalogs, ERP systems, and electronic data feeds to trading partner

Product development management产品开发管理

Product Innovation Management产品创新管理

product release management procedure产品发布管理规程

Product PreSale Management产品售前支持与管理

Product Data Management产品数据管理

New Product Development Management新产品开发管理

英汉例句

• despite the similar names, there are big differences between product management and project management.

  除了名字看着差不多之外，产品管理和项目管理之间有着巨大的差别。

• however, since there are these fundamental differences between how project management and product management handle these aspects, we need to plan carefully what we will do when these paradigms clash.

  然而，因为在项目管理和产品管理中，处理这些因素的方式会有根本的不同，所以我们就要仔细规划当发生沖突时我们应该做些什么。

• product management is concerned with the life of the product; from conception, through development and eventually to discontinuation.

  产品管理关心的是产品的整个生命周期：从概念、发展，直到废弃。

• so how can product management adapt to their company’s transition to agile, and avoid the pitfall discussed above?

  因此，公司转向敏捷时，产品管理怎么去适应，并避免上面讨论的陷阱呢？

• start thinking about who could help handle some of the product management tasks.

  可以开始考虑谁能帮助处理一些产品管理的任务。

• when product management wants to know how much it costs to build some set of features i just multiple the one of the figures in red by the number of story points the team has estimated.

  当产品管理层想要知道构建某些功能需要多少成本的时候，我就用表中红色数字乘以团队估算出来的故事点数就可以了。

• agile calls for new product management skills and traditional staffing models do not typically accommodate the new product owner role.

  敏捷需要新的产品管理技巧，传统的人员编制模型一般无法适应新的产品负责人角色。

• the agile practice of adapting to changing requirements is perfectly suited to product management as well.

  敏捷实践能适用于需求变化的情况，也同样完全能够适用于产品管理。

• when development teams adopt agile practices, product management is often caught off guard by the amount of work added to their already overflowing plate.

  开发团队采用敏捷时，产品管理会给他们已经超负荷的工作量中再增加更多工作，团队因此措手不及。

• to fulfill both the strategic and the new tactical product management functions, pick personalities compatible with the task at hand.

  为了实现这两个战略和新战术上的产品管理功能，选才时要对号入座。

• product management is concerned about these things as well but they are more fluid concepts.

  产品管理也关注这些约束，只是对产品而言，它们是一些更加宽松的概念。

• until you adequately staff your product management team to fulfill the new agile responsibilities, make sure to identify which tasks are critical to your product’s success.

  一定要识别出哪些任务对你们产品的成功最为关键，直到你的产品管理团队配备了足够多的人员，去履行新的敏捷职责。

• the biggest transition you will face is embedding someone with product management experience into the development team.

  你会面临的最大转变是某个拥有产品管理经验的人会嵌入到开发团队中。

• in this section we will look at how you can use the understanding of project & product management combined with deliberate methodology selection to manage an agile project in a waterfall context.

  在本节中，我们要看一下，利用你对项目管理和产品管理的理解，结合你精心选取的管理方法，该如何在瀑布的背景下管理敏捷项目。

• also, at times the system test team was responsible for a portion of a demo to product management to showcase the iteration deliverable.

  同样，有时系统测试团队负责一部分向产品管理层的演示，从而显示迭代的可交付件。

• however, this leaves no time for the traditional product management tasks, so those fall by the way side.

  但是，这让产品负责人没有时间去做传统的产品管理任务，因此那些工作就半途而废了。

• here, i use 「mrd」 to collectively refer to all documents created by product management and/or product marketing teams for the purpose of conveying product requirements to engineering team.

  在本文中，我用术语「mrd」泛指所有那些由产品管理和/或产品市场团队创建的，为工程师团队传达产品需求为目的的文档。

• this article provides an overview of a successful product management transition to agile, the most common pitfall to avoid and proposed solutions to the new challenges that arise.

  本文将给出一个成功过渡到敏捷产品管理的概览，指出要避免的常见陷阱是什么，应对新挑战有哪些建议的解决方案。