如何开发一个hexo主题

by Cameron Jenkinson

卡梅伦·詹金森(Cameron Jenkinson)

如何确定一个强烈的主题可以使产品开发更有效 (How identifying a strong theme can make product development more effective)

MVPs always seem easy to execute and build. The first version is shipped with a few features and development is simple to manage.

MVP似乎总是易于执行和构建。第一个版本附带了一些功能，并且开发易于管理。

This simplicity affords a focus that is disciplined and strong, because those initial features stand for the core idea.

这种简单性提供了纪律严明且重点突出的焦点，因为这些初始功能代表着核心思想。

However, as an idea grows, so do its changing product priorities and ever increasing customer feedback demanding change. What was once a simple product vision can become something verbose. You can lose sight of what made it mean something to people in its initial simplicity.

但是，随着想法的发展，其不断变化的产品优先级以及不断增加的要求变化的客户反馈也在不断发展。曾经简单的产品愿景可能会变得冗长。您可能忽略了最初使它对人们有意义的东西。

问题 (The Problem)

Technology companies typically have either a top-down or bottom-up approach to product development.

技术公司通常对产品开发采用自上而下或自下而上的方法。

A top-down focus usually means that leadership directs all product decisions. A bottom-up focus is driven entirely by research and feedback.

自上而下的关注通常意味着领导者将指导所有产品决策。自下而上的重点完全由研究和反馈驱动。

Beauty lies somewhere in between, when these two approaches are taken together. But when one weighs in more, problems start to occur.

当这两种方法结合在一起时，美就介于两者之间。但是，当一个人承担更多责任时，就会开始出现问题。

自上而下的焦点 (Top down focus)

Characteristics of a top-down approach to product development typically look like this:

自上而下的产品开发方法的特征通常如下所示：

Investors tell leadership what to tell the product teams to build
投资者告诉领导要告诉产品团队的内容
Investors and leadership hold meetings where they make decisions about the product without a lead product team member present
投资者和领导层举行会议，在没有首席产品团队成员出席的情况下就产品做出决策
Leadership team gives the product team a list of features they want to be built
领导团队为产品团队提供了他们想要构建的功能列表
Leadership changes sprints mid-way through because they want something added or changed immediately
领导力改变是在中途进行的，因为他们希望立即添加或更改某些东西
Leadership plans sprints and directs the product roadmap, whereas the product team simply executes with no involvement in those decisions
领导力计划冲刺并指导产品路线图，而产品团队只是执行而无需参与这些决策

自下而上的焦点 (Bottom up focus)

On the other side, a bottom-up approach usually looks like this:

另一方面，自下而上的方法通常如下所示：

Leadership stays out of product development in general and focuses on setting business priorities in the form of goals, visions, and strategies
领导力通常不会影响产品开发，而是专注于以目标，愿景和策略的形式设置业务优先级
Leadership has frequent meetings about the direction of the product with suggestions in hand, but typically accepts push back on their suggestions from product team leads
领导层经常召开有关产品方向的会议并提出建议，但通常会接受产品团队负责人的建议
Leadership makes suggestions, but the product team leads always have the final call
领导提出建议，但产品团队负责人始终拥有最终决定权
Leadership avoids and rarely engages with individuals in the product team (designers, developers, and so on)
领导力避免和很少与产品团队中的人员(设计师，开发人员等)互动

Any of this sound familiar?

这些听起来很熟悉吗？

These characteristics can paint a picture of any product development environment at a startup in the last few years.

这些特征可以描绘最近几年初创公司中任何产品开发环境的情况。

So what is the problem with all of this?

那么所有这一切有什么问题呢？

It comes down to communication.

归结为沟通。

The communication of ideas about how to make the product better while keeping it in line with the original vision.

交流有关如何使产品更好，同时又与最初的愿景保持一致的想法。

People generally don’t like confrontation. Depending on how top-down or bottom-up the environment is, the degree of honesty people display is going can be vastly different.

人们通常不喜欢对抗。根据环境自上而下或自下而上的程度，人们所表现出的诚实程度可能会大不相同。

This is because people don’t like to know that their ideas and suggestions aren’t very good … and people don’t like to tell people that their ideas and suggestions aren’t very good.

这是因为人们不喜欢知道他们的想法和建议不是很好。。。人们不喜欢告诉人们他们的想法和建议不是很好。

When this honesty isn’t enforced and managed, it can take the original product vision on a rollercoaster ride of changes. These changes are sometimes hard to spot in the beginning, but can result in disasters over the long term.

如果不执行和管理此诚实原则，则可以将原始产品愿景带入过山车般的变革之路。有时一开始很难发现这些变化，但从长期来看可能会导致灾难。

解 (Solution)

产品主题 (Product themes)

Product themes are the gatekeepers that are summoned to protect the team’s focus and make communication between people more honest.

产品主题是守门员，它们被召唤来保护团队的注意力并使人与人之间的沟通更加诚实。

Product themes sit at the table when people are talking and making decisions about the product.

当人们在讨论产品并做出决定时，产品主题就摆在桌面上。

You can think of themes like the secret service or the armed guard. They have sworn an oath to protect the team’s focus from being hurt, lost, or altered in any way.

您可以想到诸如特勤局或武装警卫等主题。他们宣誓要保护团队的焦点不受伤害，丢失或以任何方式改变。

Instagram used themes, and we can all agree that they’ve done pretty well to keep their product under control.

Instagram使用了主题，我们都可以同意他们在控制产品方面做得很好。

“In the early days of Instagram, Krieger and his team recorded their action items in a rolling Google Doc, organized by themes.” — Source
“在Instagram成立之初，Krieger和他的团队将主题活动记录在按主题组织的滚动Google Doc中。” — 来源

Product themes act as a negotiator between people, because they interject and help facilitate people’s ideas about or related to product development.

产品主题充当人与人之间的谈判者，因为它们插入并帮助促进人们关于产品开发或与产品开发有关的想法。

“One of our themes was being the fastest photo-sharing app in the world. What are we working toward within that theme? Next, we wanted to make the photos look incredible, way beyond what you’d expect from a cell phone. What are we doing on that? Anything that didn’t fit into those things went by the wayside. “ — Mike Krieger, Instagram

“我们的主题之一是成为世界上最快的照片共享应用程序。在该主题下，我们正在做什么？接下来，我们希望使照片看起来令人难以置信，远远超出了手机的预期。我们在做什么呢？任何不适合这些事情的东西都被抛在了一边。 “ — Mike Krieger，Instagram

“Anything that didn’t fit into those things went by the wayside” — this is the important piece here.

“不适合这些事情的任何事情都被顺便了” – 这是 这里的重要内容。

Instagram used themes to keep their focus in check.

Instagram使用主题来控制他们的注意力。

It would’ve been easy for the Instagram team to hold a meeting and accept suggestions. But these suggestions could have taken them away from the focus of “becoming the fastest photo sharing app in the world” if that theme wasn’t defined clearly before.

Instagram团队召开会议并接受建议可能很容易。但是，如果以前没有明确定义主题，这些建议可能会使他们脱离“ 成为世界上最快的照片共享应用程序 ”的重点。

This is because communication generally has the most impact on focus during meetings. People easily impart views based on assumptions that can lead their focus astray or down another path.

这是因为交流通常在会议期间对焦点的影响最大。 人们很容易根据可能导致他们的焦点误入歧途或沿着另一条道路前进的假设来发表观点。

Imagine if Instagram did not have that theme at the core of what they were building, and instead took suggestions as they went along (like in an Agile environment).

想象一下，如果Instagram在其构建的核心中没有该主题，而是在发展过程中采纳了建议(例如在敏捷环境中)。

What if they looked at what people wanted at the time — adding more granular photo editing tools — and tried to implement that? Perhaps Instagram would have been closer to what Adobe Photoshop is.

如果他们查看了当时人们想要的东西-添加了更详细的照片编辑工具-并试图实现了该怎么办？也许Instagram会更接近Adobe Photoshop。

But instead, their product themes protected this from happening. They ensured that the communication between team members was kept on track. And people didn’t have to feel like they were being swept aside or not valued by their team. It wasn’t Mike who said an idea wasn’t good. He used the themes to justify his opinions, so there was little confrontation.

但是，相反，他们的产品主题可以防止这种情况的发生。他们确保团队成员之间的沟通保持正常。人们不必觉得自己被团队排斥或不重视。不是迈克说一个主意不好。他使用主题来证明自己的观点是正当的，因此几乎没有对抗。

Essentially, product themes give people permission to tell any team member that what they are saying is distracting the team from the core focus.

从本质上讲，产品主题使人们可以告诉任何团队成员他们的言论正在分散团队对核心关注的注意力。

主题来自哪里？ (Where do themes come from?)

Product themes come from the creators beliefs about life or the problem they are trying to solve.

产品主题来自创作者对生活或他们要解决的问题的信念。

Themes have depth and are often rooted in strong beliefs about what should be true about a product or its impact on the world.

主题具有深度，并且通常植根于对产品或其对世界的影响应具有的真实信念。

A theme is a big idea, and it usually touches on human experiences that everyone can relate to (so they are not technical descriptions).

主题是一个很大的主意，通常涉及每个人都可以涉及的人类经验(因此，它们不是技术描述) 。

他们如何工作 (How they work)

To create a product theme, you must come up with a set of statements that embody strong beliefs and convictions about the product itself.

要创建产品主题，您必须提出一组陈述，这些陈述体现出对产品本身的强烈信念和信念。

Instagram’s main theme was: “to be the fastest photo sharing app in the world.”

Instagram主要主题是：“ 成为世界上最快的照片共享应用程序 。”

This is strong assertion and a clear message that has depth. People looking at Instagram today and would probably say that it embodies that theme.

这是强有力的主张，是一条具有深度的明确信息。今天在看Instagram人们可能会说它体现了这一主题。

Instagram’s users support and drive that theme when using it without even thinking it about it — the theme is in the product’s DNA.

Instagram用户在使用该主题时就支持并推动该主题，而无需考虑它-该主题存在于产品的DNA中。

When a team is having discussions, planning the execution of the product, this theme must be present and “at the table” with them every day. While the theme is present, it permits the team to discuss only ideas and information that make that theme become a reality.

当团队进行讨论并计划产品的执行时，必须每天与这个主题一起“出现在餐桌上”。存在主题时，它允许团队仅讨论使该主题变为现实的想法和信息。

I guess you could think of a theme as spirit that wants to live in the real world.

我想您可以将主题视为想要生活在现实世界中的精神。

It wants you to make it real and protect it from being anything other than what it wants to be.

它希望您使其成为现实，并保护它免受其自身的影响。

This is why I believe product themes can be a simple framework that protects the team’s focus and makes the way we build products more inclusive and effective.

这就是为什么我认为产品主题可以是一个简单的框架，可以保护团队的注意力，并使我们构建产品的方式更具包容性和有效性。

如何使用 (How to use them)

In order to take a structured approach when using product themes, you must first adopt the mindset of Shipping VS Learning. In this mindset, teams prioritize learning as a regular deliverable over shipping stuff. This is the underlying method that guides how product themes can be used to drive product decisions.

为了在使用产品主题时采取结构化的方法，您必须首先采用Shipping VS Learning的思维方式。在这种思维方式下，团队优先将学习作为常规交付物，而不是运送物资。这是指导如何使用产品主题来推动产品决策的基础方法。

Here are some things that can go wrong when teams ship stuff without product themes guiding them:

当团队在没有产品主题指导他们的情况下运送东西时，可能会出错：

Teams ship inferior or non-impactful products in order to say they shipped something
团队运送劣质或非不良品，以表示他们运送了一些东西
Teams ship things that teach their company nothing
团队交付的东西对公司毫无帮助
Teams aren’t given enough runway to do great work because of the constant pressure to ship ASAP
团队没有足够的跑道来完成出色的工作，因为要尽快运送

On the other hand, learning as quickly as possible and making sure that learning is prioritized is the most likely contribution to product success. Shipping is part of the learning process, but learning comes first.

另一方面，尽可能快地学习并确保学习被优先考虑是对产品成功的最有可能的贡献。运输是学习过程的一部分，但学习是第一位的。

Sprint模板 (A Sprint template)

Here is what a theme-based sprint could look like over the course of 2 weeks:

在两周的时间内，基于主题的sprint可能看起来像这样：

Product theme: make achieving any career change the easiest journey possible
产品主题：实现任何职业转变都是最轻松的旅程
What we learned: Removing steps from our onboarding experience did not reduce user confusion. Instead, clearing up language such that users felt they were making progress resulted in the greatest gains (link to more details here).
我们学到的知识：从我们的入职经验中删除步骤并不会减少用户的困惑。相反，清除语言以使用户感到自己正在取得进步，从而获得最大的收益(在此处链接到更多详细信息)。
Cost to learn: One researcher, one designer, and one week of their calendar time cost €200 in user participant fees.
学习成本：一位研究人员，一位设计师和他们一周的日历时间花费200欧元的用户参与费。
Plan to proceed: Productionize new language within one month.
计划进行：在一个月内产生新语言。
What’s needed to proceed: Some internationalization help… we’ll outsource this.
需要做什么：一些国际化帮助……我们将把它外包。

According to Shipping vs. Learning, What we learned is the key deliverable, and it’s something potentially interesting to many people across the company.

根据“运输与学习”， 我们学到的是关键的交付成果，这对于公司中的许多人来说可能是一件有趣的事情。

Cost to learn is a chance to optimise for and highlight efficiency, as spending a year of engineering time carries much greater opportunity costs than running some efficient, qualitative testing.

学习成本是优化和突出效率的机会，因为花费一年的工程时间比运行某些有效的定性测试带来更多的机会成本。

Plan to proceed lets people know the outcome of the learning and how it affects the way forward.

进行计划使人们知道学习的结果以及它如何影响前进的道路。

And finally, what’s needed to proceed spells out what a manager, executive, or anyone outside the core team can do to help.

最后， 需要进行的工作阐明了经理，主管或核心团队以外的任何人可以提供帮助的内容。

It can be very easy to spend weeks and weeks shipping product then learn absolutely nothing about how the product theme is going to be realized. This is why it’s so important to learn and spend time rethinking how people within the team approach learning and contributing to how product themes.

花数周和数周的时间来运送产品，然后完全不了解产品主题将如何实现，这可能非常容易。这就是为什么学习和花时间重新思考团队中的人们如何学习并为产品主题做出贡献如此重要的原因。

Sprints should be organised by each of the product themes, where tasks follow whatever system you are already using. Incomplete tasks under each theme can be pushed along to another sprint, but the identity and purpose of every sprint is never lost.

Sprint应按每个产品主题进行组织，其中任务遵循您已经在使用的任何系统。每个主题下未完成的任务可以推送到另一个sprint，但是每个sprint的标识和目的都不会丢失。

It isn’t about what are we shipping this week. It should become what can we learn this week to realise the product theme better than we did last week.

这与我们本周要发货的产品无关。与上周相比，本周我们应该可以学习到如何更好地实现产品主题。

结语 (Wrapping up)

In conclusion, when building a product it is imperative that a narrative is made around what the core themes are and how your team prioritises development efforts around them. Everyone within an organisation should be made aware of what the product themes are so that everyone has the opportunity to manage the overall development towards realising them.

总之，在构建产品时，必须围绕核心主题以及团队如何确定围绕它们的优先级进行叙述。组织中的每个人都应该了解产品主题是什么，以便每个人都有机会管理总体开发以实现它们。

Product themes are not an afterthought or something related only to the product’s department. They should be respected and managed just like a company vision or mission statement. I would even suggest that, in some cases, product themes are the foundation to a long lasting company statement of purpose.

产品主题不是事后的想法，也不只是与产品部门有关的东西。他们应该像公司愿景或使命声明一样受到尊重和管理。我什至建议在某些情况下，产品主题是公司持久目标的基础。