需求變了。。。優(yōu)先級(jí)變了。。。不過(guò)也只能繼續(xù)做喲。。。

需求變了？這個(gè)變化好像很合理，這樣做出來(lái)的產(chǎn)品肯定更好！

不知道你碰到需求變化的時(shí)候是哪種？我是第二種。跟性格有關(guān)系，不過(guò)更大的一部分是學(xué)習(xí)來(lái)的。今天說(shuō)說(shuō)這個(gè)需求變化的事情吧。老規(guī)矩，不論對(duì)錯(cuò)，只說(shuō)我的想法。對(duì)你有價(jià)值就參考，沒(méi)價(jià)值就放過(guò)。

心態(tài)

我比較喜歡積極的心態(tài)，可能比較符合現(xiàn)在的主流意見(jiàn)。但是是好是壞，我覺(jué)得還要看大勢(shì)如何。就拿炒股票來(lái)說(shuō)吧，積極的心態(tài)說(shuō)白了就是看多，就容易重倉(cāng)。大盤(pán)好的時(shí)候賺得多，大盤(pán)不好的時(shí)候呢，虧的也多。

所以對(duì)大勢(shì)的研判其實(shí)是挺重要的。在公司里大勢(shì)基本就是公司戰(zhàn)略、市場(chǎng)和產(chǎn)品前景等。不創(chuàng)也的話，估計(jì)這些領(lǐng)域基本是沒(méi)有任何話語(yǔ)權(quán)的，所以就是靠你去尋找了。找公司，找團(tuán)隊(duì)，找職位，找到適合自己的位置。

不可控的東西，要不你自己去弄個(gè)新的，要不就去適應(yīng)。需求變更不也是如此嗎？我們現(xiàn)在都是做的內(nèi)部項(xiàng)目，負(fù)責(zé)整體規(guī)劃的人在 2 個(gè)禮拜前和你說(shuō)的需求或者優(yōu)先級(jí)和現(xiàn)在跟你說(shuō)的不同。你怎么想呢？第一個(gè)這個(gè)不可控，那就去適應(yīng)吧。

接受了，心態(tài)也就不同了。別人并不是故意難為你。他們也有老板；他們有壓力了才會(huì)壓你。多溝通一下原因和期望的結(jié)果，或者有的時(shí)候如果你的經(jīng)歷夠豐富的話很多時(shí)候直接就猜到了。

有價(jià)值嗎？

心態(tài)擺正了，下一步就簡(jiǎn)單了。開(kāi)始評(píng)估這個(gè)變化本身價(jià)值，是不是值得去做。不外乎收益和成本兩方面。收益大于成本就值得，小于就不值。

收益和成本的評(píng)估上就稍微需要一些技術(shù)和專業(yè)了。尤其有的時(shí)候都不能量化，很多時(shí)候是靠猜的。但是你別小看猜，按照正確的途徑去猜就不叫“猜”了；那叫“專業(yè)判斷”、或者“知情決策”。

什么叫正確途徑呢？和這個(gè)事情相關(guān)的都在搜索引擎搜搜，能算出來(lái)的都算算，能問(wèn)別人的都問(wèn)問(wèn)，也就是該做的準(zhǔn)備都做一下就好了。尤其現(xiàn)在網(wǎng)絡(luò)越來(lái)越發(fā)達(dá)，搜索引擎也越來(lái)越聰明。已知的東西基本一搜就出來(lái)了。就是那些未知的東西，靠計(jì)算、靠推測(cè)、靠猜的東西才是真正有價(jià)值的東西。

簡(jiǎn)單不？放在需求變更的分析上也一樣。先考慮下這個(gè)事情的影響有多大，帶來(lái)的好處有多少。除了自己想之外多問(wèn)問(wèn)比自己厲害的人，比自己聰明的人，或者提需求的這個(gè)人自己。這些事情都做過(guò)了，情況一般來(lái)說(shuō)就會(huì)明朗很多了。不管是需要說(shuō)服別人，還是自己調(diào)整心態(tài)，都會(huì)順利不少。

可行嗎？

有價(jià)值就可以做嗎？不一定，至少評(píng)估一下可行性吧。這個(gè)可能就簡(jiǎn)單很多了，因?yàn)椤安隆钡牟糠稚倭恕?/p>

可行性不外乎就是技術(shù)前提是否滿足，人員是否專業(yè)，資源是否到位，時(shí)間是否足夠幾點(diǎn)。技術(shù)前提基本靠調(diào)研，學(xué)習(xí)一下看看能不能實(shí)現(xiàn)也就是了。人員，資源和時(shí)間就靠項(xiàng)目經(jīng)理的評(píng)估了。

如果是經(jīng)過(guò)深思熟慮之后，依然覺(jué)得可行性不高，就提，沒(méi)事的。要資源，要人，要時(shí)間，還是減范圍，萬(wàn)事都可以商量的。別忘了，和你共事的是另一個(gè)人，不是機(jī)器人。

今天就寫(xiě)這些吧，做個(gè)簡(jiǎn)短的總結(jié)。我覺(jué)得碰到什么意料之外的事情別抵觸，自己多考慮一下。是你可控的事情嗎？不是的話那就去適應(yīng)它一下。多看看它的價(jià)值、是不是自己高估了成本？如果你是在決策的立場(chǎng)的話這個(gè)事情可以用來(lái)說(shuō)服別人用，如果你是在執(zhí)行的立場(chǎng)就可以自己調(diào)整心態(tài)用，是一個(gè)不錯(cuò)的過(guò)程。再就是評(píng)估一下可行性，和排計(jì)劃了。很重要的一點(diǎn)：該做的都做了你依然不滿意，那就別猶豫提出來(lái)，會(huì)有人幫你的。

Is a change so horrible??

The requirement has been changed... The priority has been changed... But still, I need to keep moving on...

Requirement has been changed? This makes sense. The product must be better with this.?

Which one is you when facing a requirement change? I am the second type. A part comes from natural, but a bigger part is nurture. Let us talk about this a little bit. As as before, nothing about right or wrong, just what I think. You can try it out if you believe, just ignore it if you do not.?

How you think

I prefer the positive attitude. It also fits with the mainstream opinion. But is this good or bad? I think that depends on the bigger environment. Let us take trading stock as an example. Positive attitude is namely you are on the long position. So, when the market is good, you make better fortune, but you also loose more when the market is not so good.?

Therefore, studying the bigger trend is very important. In a working environment, the bigger trend is basically the corporate strategy, the future of your market and product, etc. Unless you own your business, otherwise, you probably do not have a lot to say in these areas. It is pretty much a search for fit activity, for an employer, for a team, for a position that fits you.?

When it is out of your control, you create your own, or you adapt to the existing one. Our projects are now mainly internal projects. The project owner says different priority now, than 2 weeks before. How you should think about this? First thing is that this is out of my control, therefore, I will try to embrace it.?

Your view will be different when you embrace it. People are not just trying to give you a hard time. Well, they have their bosses, and they come to you because they had to. Communicate more about the reasons and expected outcome. Or if you have more experience, you may just get it.

Does it add value?

Now you have a good attitude, the following is simple. Evaluate this change add value or not? Revenue and cost, which one is bigger? More revenue, then it adds value; more cost, then it does not.?

This is where the knowledge and expertise come in. Especially if something cannot be quantified, then you will have to guess. Do not underestimate "guessing", if you do it the right way, then it is no longer "guessing"; it will be "Professional judgement", or "Informed Decision".?

What is the right way? Before guessing, try to google it, calculate something out, ask people for some opinion; in simple word, do your homework. That is it! Especially nowadays, the Internet is really a great tool, and the search engines are much smarter. You can pretty much search for any information. Only the stuff unknown has value. Something you have to calculate, you have to estimate, or you have to guess,?

Easy, right? Now let us come back to our requirement change. Think about how big is the impact, what are the values it brings. Ask for some people who know more, who is smarter, or the person who is raising the new change. When you have done all these, you will get a much better understanding of the big picture. You need this to adjust yourself, and to persuade others.?

Is this feasible??

Everything that has value can be done? Not really, you may want to evaluate its feasibility. This job is much easier, because it involves less "guessing" work.?

Feasibility is consisted of a few factors: is the required technology available? Do the personnel posses the required skills? Do we have enough resources and time? Researching and studying are helpful with the availability of the technology.?

Personnel, resources and time are subject to the evaluation of the project manager. If you still have doubts on the feasibility after serious consideration, then there is no shame to reach out for help. Ask for resources, personnel, time, or limiting the scope, everything is negotiable. Always remember that it is the people that you are working with, they are not robots.?

Let us call it a day and make a very quick summary. Here is what I think. When you run into something unexpected, do not become defensive instantly. Think about it, is it something you can control? If not, try to embrace to it. Look at positive side, did you overestimate the cost? If you are the decision maker, use this to persuade people; if you are executor, this process is good to motivate yourself. After that, we evaluate the feasibility and come up with a plan. Remember one extra tip: If you have done all your homework, but it still does not get along? Reach out! Someone will help you!