How can you avoid common misconceptions about priority management in product management?

1 Misconception 1: Priority is fixed and static

One of the biggest mistakes that product managers can make is to assume that priority is a fixed and static attribute of a feature or a task. In reality, priority is dynamic and relative, as it depends on various factors such as market conditions, user feedback, technical feasibility, business value, and risk. Therefore, product managers need to review and adjust their priorities regularly, based on new data and insights. A good practice is to use a prioritization matrix, such as the RICE score or the Kano model, to evaluate and compare the potential impact and effort of each item in your backlog.

2 Misconception 2: Priority is the same as urgency

Another common misconception is to confuse priority with urgency. Urgency refers to how soon something needs to be done, while priority refers to how important something is for achieving your goals. Sometimes, urgent tasks are also high-priority, but not always. For example, fixing a critical bug may be urgent, but not necessarily high-priority, if it affects only a small segment of your users. On the other hand, developing a new feature may be high-priority, but not urgent, if it has a long-term strategic value. To avoid this misconception, product managers need to use a time-based framework, such as the Eisenhower matrix or the MoSCoW method, to distinguish between urgent and important tasks, and prioritize accordingly.

3 Misconception 3: Priority is the same as popularity

A third common misconception is to equate priority with popularity. Popularity refers to how much demand or support there is for a feature or a task, while priority refers to how aligned it is with your vision and objectives. Sometimes, popular requests are also high-priority, but not always. For example, adding a dark mode may be popular among your users, but not necessarily high-priority, if it does not contribute to your core value proposition. On the other hand, improving your performance or security may be high-priority, but not popular, if your users do not notice or appreciate it. To avoid this misconception, product managers need to use a value-based framework, such as the Value Proposition Canvas or the Jobs-to-be-Done theory, to understand and prioritize the underlying needs and motivations of your users.

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?