The advantage of this model is that the product manager does not need to have an in-depth understanding of the management model and needs of each executive list customer, and the urgency and priority of the needs are handed over to on-site control, which saves a lot of energy for the product manager to deal with dozens of customers. The executive list customer's individual business model. The disadvantage is that the project manager actually serves as the product manager, responsible for the main work of communicating with customers. The product is finally developed in the form of a project.
Over time, the product manager is not familiar with the customer's business. When the customer has a demand, he prefers to find a project manager for executive list communication. In the end, the product manager becomes a demand administrator, plus the financial industry that he is responsible for. Products; if there are subsequent unified regulatory executive list changes, it will also be very difficult for product standardization. 3. Project promotion Based on the second point, when the minimum version requirements specification is confirmed with the customer, it will enter the project promotion stage.
At this time, the solution and sales personnel can temporarily leave the project and devote their energy to new business opportunities. The product executive list manager formulates the version development schedule and sends it to the on-site customer and project manager. The project manager evaluates the actual project scale according to the product executive list group's research and development plan, and formulates the overall project plan; the project plan is based on the demand schedule provided by the product manager, and the entire project Lifecycle milestones are interspersed with them.