For the same function, an expert may only need two hours to complete it, while a novice may need two days. So in this case, it is necessary to reasonably allocate the project personnel to balance the R&D capabilities. Some product managers may think that these problems are the concerns of the R&D director and the product director and have nothing to do with them. Don't think so! The product manager has the "ultimate responsibility" for the product. From R&D sales to delivery, every link is related to you.The product is like your child, how can you be such an irresponsible father? .
Have you ever told the story behind the value of iranian phone numbers the demand? Product managers collect demands directly from customers and can feel the intensity of the demand through the customer's words and deeds. But the R&D partners can only read the demand documents you wrote and imagine the "battlefield scene" you described, which can easily lead to misunderstandings and deviations. Sometimes, the function that you think is extremely valuable to customers may not be clearly written in the document, and the R&D team will be confused and can't figure it out at all. At this time, product managers, your eloquence will come in handy! Speak to the R&D partners from the aspects of business scenarios, user value, etc.
Unlike product managers, they cannot contact customers and do not need to research the market. Many times, they do not understand the business and their understanding ability is slightly weak. If the angle is inconsistent with yours, you need to explain it several times. If it really doesn't work, then pull the R&D personnel over during the research stage and let them listen to what the customers say. In this way, they can be "immersive" and it is easier to "empathize". Of course, if you can't even tell the customer story behind this function, the demand is just your own fantasy and you think it is valuable to the customer.