Perhaps no one has ever told you that "thinking clearly about what you have done" is the most important thing before writing your resume. If you start writing without thinking clearly, the result will be: the project experience in the resume is blindly piled up, the logic is chaotic, and the self-introduction is unremarkable, so you can't extract your own advantages from the experience. Being asked by the interviewer during an interview will be one of the most important abilities throughout your career as a product manager or Internet operator. To exercise this ability, you might as well start by writing a resume. 1. Review goal-why did you do this project? What prompted us to implement this project? Review the background of starting the project, that is, "Why do you do this?" This should be the first sentence when you introduce the project to the interviewer, for example, for a certain business: because the rapid development of "short video application" squeezed the living space of our graphic platform, the company decided to follow up the short video business. For a product: Because the existing background processes can't meet more complex business requirements, it is necessary to iterate the background functions. For a certain function, it is necessary to optimize the refund process because of receiving a lot of feedback from users that "the refund process is unreasonable" and even causing industrial and commercial complaints. For an activity: We designed an activity because we want to improve the popularity of products/the utilization rate of new functions/the increase of users during the festival. What is the goal of the project? Determine the core problems that need to be solved in the project. This can be the second sentence when you introduce the project to the interviewer. For example, in a certain service, we hope that after joining the short video service, the user's usage time of APP will be increased by 10%. For a certain product: We hope that the new backstage product will improve the human efficiency by 30% compared with the old backstage product. For a certain function, we need to reduce the daily complaint volume from 100 to 10 after optimizing the refund process. For activities: We hope to bring150,000 GMV through activities during 6 18. We hope that after the event is launched, the penetration rate of new functions will increase to over 20%. What outcome indicators have been selected? Why choose these indicators? Why is it set so high? If the above two points are "knowing why", here is "knowing why". At the same time, after you have stated your goal to the interviewer, the three questions mentioned here may also be the questions that the interviewer will ask you next. Combined with the example mentioned above, let's imagine a scenario: the company has added a short video service, and as a "product" and "operation", I need to design an activity to improve product penetration. In this scenario, the final service indicator should be "short video service will increase the use time of the APP", but this final indicator is too large/too broad, which can not be directly attributed to our activities due to various factors. Therefore, if it is refined to me, it will become "short videos can improve the duration of APP use, so I need to design activities to let more users use this function." Then, for this goal, the indicator we are concerned about is "functional penetration rate". For the whole company, "user usage time" is the result indicator, and "functional penetration rate" is the process indicator. For my project, "functional penetration" is the result indicator, and "activity exposure and click" is the process indicator. Why set the target GMV as150,000, or 20% functional permeability as the target? It can be obtained by "referring to past activities" or based on "increasing the usage time of 10% users". If you are only an intern, you can also "take it by the leader according to experience." 2. List the results-how did the final data perform? How much did it cost and what was the result? After the background and objectives of the project are introduced in the above two sentences, the results and costs should be stated immediately. The results were mixed. The interviewer doesn't care whether your last company's project was successful (1 year and below), but more about what you did and learned. For example: for a certain business: short video function, after half a year's iteration, we have increased the usage time of APP users by 10%. At present, it has been iterated for one year, and the final improvement is stable at 15%. For a product: after two months of research and development, the new backstage is online. Compared with the old backstage, the overall human effect of using the new backstage is improved by 70%. For a certain function, we spent two weeks urgently optimizing the refund process, and the number of complaints dropped from 100 to 20 per day after going online. For an event: After two months of preparation, the June18 event in 2022 brought100000 GMV. Why did you get such a result? The result may be good or bad. Why is this the result? Starting from here is the real comeback. For example, for a business, the initial setting is 10%, so let's push the result back. When we first went online, the stay time only increased by 5% due to reasons such as "low utilization rate and incomplete functional experience". After half a year's continuous optimization, it reached 10% and finally stayed at 15%. For a certain product: because the business department can support more convenient hardware devices, such as scanning code guns, the final promotion is higher than expected. For a certain function, the daily complaint volume was reduced from 100 to 20. The reason why there is a gap from the goal of 10 is that the complete optimization needs to be divided into two stages, and the first stage only realizes some functions, so it is only reduced to 20. The second stage function is not implemented at present because the priority has been reduced. For an activity: affected by the epidemic, the overall commodity production capacity has dropped by about 30% compared with last year, so the effect of this year's activity is worse than previous years. How to attribute the result? What I'm talking about here is the method of counting. Many times, big results are often in a "tangled state." For example, there are n function lines that may affect the results at the same time, and you cannot guarantee that the variables are unique (time is also a variable). The commonly used attribution methods are: AB experiment, which is simple, direct and rigorous enough. But the cost is high, and small functions/activities will not be used. Gray release, simple and direct, relatively rigorous, low cost, small available functions, and unavailable activities. At the same time, several groups of users with similar initial behaviors were sliced to observe the user behavior after the function went online. For example, "Before the function goes up and down, the user recharge rate is stable at 3%. After the event is launched, the recharge rate will be raised to 5%. Recover 3% afterwards. " 3. Analysis process-how to practice? Functional design direction (why do I do this? My idea is? After introducing the project background, objectives and achievements, the next step is to introduce my own product design ideas. That is, what functions have been used, what indicators have been optimized and what effects have been achieved. Similarly, design an activity to enhance the penetration of short video functions. The first step is to sort out the design idea, dismantle the business process and transform the funnel: suppose my design idea is to hold an "excellent short video" voting contest, make an aggregation page of high-quality short videos, and put it on the banner on the homepage of APP, so that users can participate in voting and the users who vote will get points. Then my conversion funnel will be like this: banner exposure →banner click → enter the activity page → users watch videos → vote for their favorite videos. The second step is to find the key nodes and improve the conversion: banner click rate is the first funnel. How to design my banner picture? How does banner copy arouse interest? Users watching video is a possible node to introduce short video function to users. How to improve the playback speed? Can I play the video automatically when I enter the page? The third step is to determine the process index and output the buried point: the two transformation nodes mentioned above are really important, but they do not determine your "result quality". For example, if you play a video automatically, the playback rate of the video is 100%, but 90% people jump out after watching it for two seconds. Therefore, the core process indicators we are concerned about must be able to express the quality of the results. In this activity, it should be "video playback rate" and "number of videos watched per capita". Then the revisit rate of short video function after the end user leaves the active page. Only when these indicators are clear can you prove the value of your activities. We must think ahead and do a good job in the management of paid projects (how to ensure the quality of results delivery? ) During the project, I also paid attention to these nodes: 1. Is the demand output complete and clear? 2. do 2. UI, UE, RD and QA understand, clarify and agree to the requirements? 3. Is it 3? Does the UI design output meet expectations? 4. When will the design draft be delivered? 5. Is there enough time to estimate the construction period? Is there any manpower support? 6. Is there a difference between the estimated development time and the actual development time? 7. Is there a situation where the demand cannot be realized? What is the reason? 8. Have the team members changed? How to deal with membership change? How to avoid it later? 9. Is there any situation that the functional module does not meet the requirements? What is the reason? 10. Is the online time as expected? 4. Sum up experience-what did you do right/wrong? Where is the optimization space? What should we do next? After the resumption, ask yourself the following questions: What new things have I learned from the project? What problems/difficulties have you encountered? How to solve it? What would I do if I did it again? What should I suggest if others do the same thing? What lessons can be reused in other projects? What should we do next? What can we do directly? At the same time, these summaries should also serve as the final summary of the project you told the interviewer, highlighting your ability to reply and learn. If you can think clearly and understand the projects you have done, and add a few more interview exercises, you can also become a bully. Finally: If you are interested in Internet products and operations, please leave a message, like it and pay attention to it. I will often share some pits I have stepped on in my work and some newcomers' job-hunting and career-changing strategies. Tang Xiaodao: How to choose the first job for graduates? Tang Xiaodao: The ultimate strategy for freshmen, interns, product managers and operation posts of Internet vendors! From resume, interview to offer selection, personal test is effective and hands-on teaching! (updated in July 2022) Tang Xiaodao: What was the interviewer thinking when he interviewed you? -Analyze 12 frequently asked questions and send them to product/operator aged 0-3.