k8s crd构建方法

by Geoffrey Bourne

杰弗里·伯恩(Geoffrey Bourne)

告诉您正在构建没人想要的东西的8种方法(以及处理方法) (8 ways to tell you’re building something nobody wants (and what to do about it))

Building something users want is hard — damn hard. They are a fickle bunch and make it so difficult by not clearly articulating exactly what they want. They make us guess, and when we give them something we know they need, they don’t want it. Don’t they know what’s good for them? Why won’t they listen? Grrrr. So frustrating!

建立用户想要的东西很难-真该死。 他们是一堆善变的人，没有明确说出他们想要的东西，就很难做到。 他们让我们猜测，当我们给他们一些我们知道他们需要的东西时，他们就不想要它。 他们不知道对他们有什么好处吗？ 他们为什么不听？ rr 太令人沮丧了！

The problem is, we’ve told users what they want instead of figuring out what users want. We’re frustrated because what we decided was wrong. Who likes to be told they’re wrong? So how do we deduce what users want and achieve the product market fit we’ve been searching for?

问题是，我们已经告诉用户他们想要什么，而不是弄清楚用户想要什么。 我们感到沮丧，因为我们的决定是错误的。 谁喜欢被告知他们错了？ 那么，我们如何推断用户想要什么并实现我们一直在寻找的产品市场契合度？

The Lean Startup way starts with a hypothesis (hopefully based on research, experience, or divine inspiration). Then you build a minimal viable product, measure the results, and adjust the product or hypothesis. In other words, we need to figure out, in the quickest way possible and over many iterations, what the users really do want.

精益创业的方式始于假设(希望基于研究，经验或神圣的灵感)。 然后，您将构建一个最小可行的产品，衡量结果，并调整产品或假设。 换句话说，我们需要以最快的方式并且经过多次迭代来找出用户真正想要的东西。

There are many great articles and books about finding product market fit. They often don’t discuss falling into the trap of thinking you are on the path the success, but actually being on the road to failure. The best way to tell if you’re building something no one wants is by looking out for these eight traps.

关于找到适合市场的产品，有很多很棒的文章和书籍。 他们通常不会谈论陷入陷阱，以为您正在走向成功，但实际上正在走向失败。 判断您是否正在构建没人想要的东西的最佳方法是寻找这八个陷阱。

陷阱一：一无所知，随便什么。 (Trap 1: Clueless, like whatever.)

You have no clue how many people are using the new feature, application, or site. You have no statistics, measurements, or hard data. When asked, you respond with, “Um…”.

您不知道有多少人正在使用新功能，应用程序或网站。 您没有统计信息，度量或硬数据。 当被问到时，您回答“ Um…”。

What to do: Being blind to your success or failure isn’t a good way to go about anything. Start by gathering data and metrics with tools such as Google Analytics (free) or MixPanel (costs money for larger sites). You should own this data and be able to rattle off the top of your head the number of users you have, engagement, and feedback. Define your key metrics and own them!

怎么做：对成功或失败视而不见并不是任何事情的好方法。 首先使用Google Analytics ( 分析) (免费)或MixPanel (为大型网站付费)之类的工具收集数据和指标。 您应该拥有这些数据，并且能够动摇您拥有的用户数量，参与度和反馈意见。 定义您的关键指标并拥有它们！

陷阱2：利益相关者错误。 (Trap 2: Wrong stakeholders.)

You’re only concerned if your internal business owners are happy. The start and end of your success is the happiness of your business owners. When asked for something you know isn’t a good idea, you go along since the “business owner asked for it.”

您只关心内部企业主是否满意。 成功的开始和结束是企业主的幸福。 当被问到您知道不是一个好主意的事情时，您就会自“企业主要求它”开始。

What to do: Is your goal making your end users (the real users) happy or your business owners happy? Unfortunately, companies often measure employee success (i.e. comp, promotion) based on the happiness of the business owner. But your end user — external or internal — is all that matters. They are the true measurement of success and product market fit. Success will only be achieved if your full focus is on your end users. If that isn’t possible at your company, look for a new job.

怎么做：您的目标是让最终用户(真实用户)感到高兴还是企业主感到高兴？ 不幸的是，公司经常根据企业主的幸福来衡量员工的成功(即，晋升，晋升)。 但您的最终用户(外部还是内部)才是最重要的。 它们是成功与产品市场契合度的真实衡量标准。 只有将全部精力放在最终用户身上，才能取得成功。 如果您的公司无法做到这一点，请寻找新工作。

陷阱3：我知道他们会喜欢的，我只是知道。 (Trap 3: I know they’ll love it, I just know it.)

You haven’t A/B tested any of the new features because you already know users will love it. You have released the product and people like it or are using it, so job well done.

您尚未A / B测试过任何新功能，因为您已经知道用户会喜欢它。 您已经发布了产品，并且人们喜欢它或正在使用它，因此工作做得很好。

What to do: This goes back to metrics and measurements. Stop making assumptions because you’re most likely wrong. Only assume you don’t know and you need to test and verify. Use tools such as Google Optimize (free) or Optimizely (paid) to confirm your hypothesis that the new feature is better than the old. You’ll be amazed at the greater success you can achieve through A/B testing. The classic example is 25% more clicks if the button is green instead of red.

做什么：这可以追溯到指标和度量。 停止做假设，因为您很可能错了。 仅假设您不知道并且需要测试和验证。 使用诸如Google Optimize (免费)或Optimizely (付费)之类的工具来确认您的假设，即新功能优于旧功能。 通过A / B测试可以取得更大的成功，您会感到惊讶。 经典示例是如果按钮为绿色而不是红色，则点击次数增加了25％。

陷阱4：我的路还是高速公路。 (Trap 4: My way or the highway.)

Your internal customers aren’t adopting the new feature/product that you know is so much better than the old one. You shut down the old feature/app to force your users to use the new one. You await the thank you notes from the users.

您的内部客户没有采用您知道比旧功能好得多的新功能/产品。 您关闭了旧功能/应用程序以强制用户使用新功能。 您正在等待用户的感谢信。

What to do: Your users have clearly told you they don’t want the new feature/app, so, please STOP forcing your will on them. Figure out why the users don’t want your new system: ask them, A/B test MVPs, or be willing to scrape or pivot. I’ve been in situations where we forced the users into the new system they didn’t want. Why? Because we already spent a lot of time and money on the new system. As you can imagine, it ended in absolute disaster.

要做的事情：您的用户已经明确告诉您，他们不需要新功能/应用程序，因此，请不要再强迫您这样做了。 弄清楚用户为什么不想要您的新系统：询问他们，A / B测试MVP还是愿意抓取或转换。 我曾经遇到过强迫用户进入他们不想要的新系统的情况。 为什么？ 因为我们已经在新系统上花费了很多时间和金钱。 可以想象，它以绝对的灾难而告终。

陷阱5：我做了我的工作。 (Trap 5: I did my job.)

You kinda know people aren’t using what was just built. But you measure success as having delivered the full scope on time and on budget. You declare success!

您有点知道人们没有使用刚构建的东西。 但是，您将成功视为按时和按预算交付了全部产品。 您宣布成功！

What to do: Realize you only achieved failure. The true measure of success is: Does your end user want the product? Excuses don’t cut it, unless you plan on sitting down with each user and saying, “Now, I know you don’t like what I built, but I met all the requirements. The product was on time and on budget. Thus, you should use it and like it.”

怎么做：意识到您只有失败了。 成功的真正衡量标准是：最终用户是否需要该产品？ 借口不会削减它，除非您计划与每个用户坐下来并说：“现在，我知道您不喜欢我的产品，但我满足了所有要求。 该产品按时按预算进行。 因此，您应该使用它并喜欢它。”

It is easy (believe me, I know) to escape into “I did my job” thinking. Especially if your company encourages you to focus on your narrow silo (e.g. engineering, marketing). Resist this delusion and always be asking yourself, “Is what I built (no matter how awesome it is from my perspective) what my users want?” Answer this question with data-driven metrics collected from tools such as Google Analytics.

(相信我，我知道)很容易陷入“我做了我的工作”的思想。 特别是如果您的公司鼓励您专注于狭窄的孤岛(例如，工程，市场营销)。 抵制这种妄想，并总是问自己：“我所构建的(无论从我的角度来看，它多么强大)是我的用户想要的吗？” 使用从诸如Google Analytics(分析)之类的工具收集的数据驱动指标来回答此问题。

陷阱六：每个人都说他们喜欢它。 (Trap 6: Everyone says they love it.)

You measure the product success with, “Users really like it, we have gotten great feedback and my boss said…”.

您通过“用户非常喜欢它，我们得到了很好的反馈，而我的老板说……”来衡量产品的成功。

What to do: As opposed to number Five Trap above, you actually believe you have reached product market fit. You came to this conclusion by listening to anecdotal evidence. Imagine if you were asking investors for a higher valuation because of your great success. Would you present your evidence as, “User Joe Smith said, ‘Great work guys, congrats’” or “The COO said this is really great for the business. Keep going!”

怎么办：与上面的第五个陷阱相反，您实际上认为自己已经达到了产品市场的要求。 您是通过听闻轶事得出这个结论的。 想象一下，是否因为您的巨大成功而向投资者要求更高的估值。 您是否会以“用户乔·史密斯说，'干得好，恭喜'”或“首席运营官说，这对企业来说真的很棒”来提供证据。 继续！”

Don’t feel bad if you have fallen into this trap. I’ve sat through many all-hands meetings at billion dollar market-cap companies. We measured our success with similar quotes. Remember, data-driven metrics help you truly measure product market fit.

如果您陷入了这个陷阱，请不要感到难过。 我参加了数十亿美元市值公司的许多全体会议。 我们用类似的报价来衡量我们的成功。 请记住，数据驱动的指标可帮助您真正衡量产品的市场契合度。

陷阱7：如果没有此功能，我们将无法释放。 (Trap 7: We can’t release without this feature.)

You spend three, six, or twelve months building before shipping. You’ve put your blood, sweat, and tears into the product and it has finally happened. You’ve built every feature the users need and it is glorious. Let’s release!

在运输之前，您需要花费三个，六个或十二个月的时间进行建造。 您已经将血液，汗水和眼泪放入产品中，并且最终发生了。 您已经建立了用户需要的所有功能，并且功能非常丰富。 放开吧！

What to do: Build the minimal viable product (MVP) possible. From there you’ll learn if what you’ve built is on the right path to product market fit. Imagine you’re driving a car at 100 mph towards a brick wall with a 6-foot wide space for you to fit through. If you are a mile away, but hundreds of feet off from the opening, you’ll have time to adjust and make the fit. If you are 10-feet away, but hundreds of feet off from the opening…ouch.

要做的事情：建立最小的可行产品(MVP)。 从那里，您将了解到您所构建的产品是否在正确的路线上，以适应产品市场。 想象一下，您以100英里/小时的速度行驶着一辆汽车，驶向一堵6英尺宽的砖墙以供您穿过。 如果您距离酒店有一英里，但距离开口有几百英尺，那么您将有时间进行调整和调整。 如果您的距离是10英尺，但距洞口有几百英尺……哦。

In finding product market fit, you have limited time/money. Would you rather continually measure, learn, and adjust to find that fit? Or would you rather close your eyes, build for 3–12 months, and open your eyes at the end to see if you fit?

在寻找适合市场的产品时，您的时间/金钱有限。 您是否愿意不断地测量，学习和调整以找到合适的位置？ 还是您想闭上眼睛，呆3到12个月，然后睁开眼睛看看自己是否适合？

陷阱8：年终审查时间。 (Trap 8: Year-end review time.)

You spin your year-end review to focus on how hard you worked and delivered everything asked of you. You got a good review, so you must have been successful.

您将您的年终审阅调整为专注于您的工作努力和交付了您所要求的一切。 您获得了良好的评价，因此您一定已经成功了。

What to do: Look at your last year-end review. Were you able to quote data-driven metrics and definitely prove you found product market fit? To be honest, this is a hard one since no one wants to say they failed, especially at the year-end review. However, if your company culture embraces failure and if you learn from the failure, then perhaps you can be honest. If not, look towards the next year and work on driving towards what users want. If you have data-driven metrics on your year-end review and no one else does, you will stand head-and-shoulders above your colleagues.

怎么做：请查看您的最后一次年度审查。 您是否能够引用数据驱动的指标，并且可以肯定地证明您发现产品市场合适？ 老实说，这是很难的，因为没有人想说他们失败了，尤其是在年终审查时。 但是，如果您的公司文化包含失败，并且您从失败中汲取教训，那么您也许会诚实。 如果不是，请展望明年并努力实现用户的需求。 如果您在年终审查中有数据驱动的指标，而没有其他人这样做，那么您将一臂之力。

Having worked many years in large corporations, I can attest we often came up with the next game-changer by drawing something at a whiteboard. We then self-congratulated our brilliance and spent six months building. This justified why our bonuses should be given even though the users didn’t want what we built.

在大型公司工作了多年之后，我可以证明我们经常通过在白板上画一些东西来提出下一个游戏规则改变者。 然后，我们向自己的辉煌表示了祝贺，并花了六个月的时间进行建设。 这证明了即使用户不想要我们建造的东西也应该给予我们奖金的理由。

结论 (Conclusion)

Finding product market fit is hard — if it were easy everyone would be doing it. Even if you’re practicing building MVPs and have a holistic view of your company, you still might not have hit the mark with your users (achieving the hockey-stick growth). The best thing to do is keep trying. And always be asking yourself, “Am I building products users want?” or “Am I falling into one of the traps of product market fit?”

要找到适合市场的产品很难-如果容易的话，每个人都会这样做。 即使您正在练习建立MVP并全面了解您的公司，您仍可能无法吸引用户(实现曲棍球增长)。 最好的办法是继续尝试。 并总是问自己：“我在建造用户想要的产品吗？” 或“我是否陷入了适合产品市场的陷阱之一？”

About the Author: Geoffrey Bourne is the CEO and founder of RETIRETY — helping people in or near retirement find a better way to retire.

关于作者： 杰弗里·伯恩 ( Geoffrey Bourne)是RETIRETY的首席执行官和创始人-帮助退休或接近退休的人们找到更好的退休方法。

谢谢阅读！ (Thanks for reading!)

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翻译自: https://www.freecodecamp.org/news/its-a-trap-8-ways-to-tell-you-re-building-something-no-one-wants-ea67299ef14b/

k8s crd构建方法