You have a lot of product feature requests. How do you prioritize them?

Prioritize on four principles: 1. Alignment with company strategy 2. Impact on key metrics/okrs 3. Weigh up with dev effort 4. Alignment with a cross functional team of business stakeholders

I'd simply split it to 4 levels: 1. Feature requests aligned with roadmap; 2. Features splitting risk, done for few partners; 3. Features bringing long-term partners; 4. All other feature requests if resources still available; A balanced approach that considers alignment with the roadmap, long-term partnerships, risk mitigation through selective implementation, and responsiveness to immediate user needs is key to effective feature prioritization.

In my experience, prioritizing product feature requests is critical for aligning with strategic objectives. Here's my approach: * Customer Value & Impact: Focus on features that deliver the highest value to the customer and have the potential to significantly impact satisfaction or retention. *Strategic Alignment: Ensure fea ROI & Data-Driven Decisions: Use data to estimate the return on investment and inform decisions. *Stakeholder Buy-in: Engage with stakeholders to understand business needs and secure buy-in for prioritization decisions. Transparent communication on why certain features are prioritized fosters trust with stakeholders and users.

If you are starting out, you don't need complicated systems. Master the basics first. Draw a matrix. X axes: Low lyft, High lyft Y axes: Low Impact, High Impact Place your features on the matrix. Prioritize those that are High impact, Low lyft

The approach in prioritizing product features involves assessing customer impact, considering business goal and user feedback. Factors such as market trends, technical feasibility, and resource availability are also taken into account. Implementing an iterative feedback loop ensures continuous reassessment and adjustment of priorities based on evolving conditions. The process is ongoing, with a commitment to adapt to evolving needs and ensure a focus on features that deliver maximum value to users while aligning with the overall business strategy.

Prioritizing of feature requests is always a negotiation and like any negotiation you need to take the possible scenario's and mid- to long term effects into account. For instance, if you are prioritizing customer features all the time over development requests for refactoring and maintenance, at a certain moment reality will catch up with you.

Challenges in Prioritizing can be difficult, here some advice * Conflicting Requirements: Navigating contradictory requests from various stakeholders is often a tightrope walk. * Balancing Interests: Striking a balance between competing interests requires a nuanced understanding of business goals and user needs. * Market Uncertainty: Rapid market changes demand agility in reassessment and realignment of feature priorities. * Resource Limitations: Limited resources necessitate tough decisions, emphasizing the need for strategic trade-offs.

Prioritizing features/backlog items is an important part of a product manager role, understanding the business needs, customer and market needs and other factors puts the PM in a great position to prioritize "right". prioritization range from an educated hunch to real-life data backed decision. a PM needs to be ready to explain the decision, to back it up with information/data, to be able to negotiate with other stakeholders and decision makers, and at the end of the day be flexible enough to adjust and change if needed.

Limited resources , differing perspective of stakeholders, changin market dynamics , technical debts and onforeseen dependencies are important challenges during prioritizing. Navigating these challenges requires a nuanced and adaptive approach to prioritization, involving constant communication, collaboration across teams, and a commitment to a strategic, user-centric, and data-driven decision-making process.

In prioritising the major challenges is balancing trade offs , and 99% of the time there will be trade off that you would have to select . The common one are choosing between code refactoring/ maintenance or improving code base vs feature development. While creating prioritization define the acceptance criteria and use framework such as Moscow, RICE, eisenhower matrix etc. As a PM you are tasked to remove uncertainty when balancing the user needs and demand vs company's strategy.

Prioritization is definitely an art and science. I tend to lean towards the RICE method, but have to include other variables as well. For example, if we have a dependency on another team and they can only support us during a specific time period.

One can enhance the RICE prioritization framework, by incorporating qualitative insights and market trends. Adding a layer for user feedback and competitive analysis ensures that prioritization not only reflects internal metrics and estimations (Reach, Impact, Confidence, Effort) but also aligns with external realities and user expectations. This broader perspective helps in identifying features that could provide a competitive edge or fill market gaps, ensuring that prioritization decisions are both data-driven and market-informed. Such an approach facilitates a more holistic decision-making process, balancing quantitative assessments with qualitative insights to better meet user needs and market demands.

Companies different prioritizing techniques like : 1.MoSCoW 2.KANO 3.RICE 4.Impact vrs Satisfaction But in my preview the best way to under the complexity and be as user centric as possible to prioritise your features.

My prioritization approach considered 4 things: 1. What customers asked for 2. What industry analysts implied we needed 3. What are competitors were doing 4. What we felt would strengthen our position. Decisions were never based on one of those inputs.

Prioritizing feature requests is about leveraging limited resources for maximum impact, guided by a product roadmap aligned with company objectives. Various frameworks exist for ranking these features, and companies may adopt their own approaches. Personally, I've utilized a hybrid method, evaluating features on a 1-5 scale across three criteria: strategic fit, customer value, and technical difficulty. These assessments are then plotted on a 2x2 value vs. effort matrix, aiming to identify high value, low effort 'quick wins', and high value, high effort 'strategic initiatives'. By staying close to your customers and markets, you will have the data to inform your decisions.

Gonna have to disagree here. A feature request list is not a roadmap. Even if it looks pretty. A roadmap is a tool for communicating a narrative of product value over time. It’s a story. Tell me the last time a like of 367 backlogged Jira tickets was a story! Don’t get me wrong: it’s still important to identify the top 2-5 things you can pull in from the Jira pile on a regular basis. CS and Sales will have opinions and it’s important to be responsive! But I firmly believe that the heart of a product management value pipeline should come from high conviction bets the PM is making in partnership with engineering. If a PM relies too heavily on external backlog requests to drive roadmap, what’s built won’t deliver lasting value.

Aha! is extremely useful , easy to use , encourages collaboration and captures ideas,visual roadmaps creation are very useful in communicating the reason of prioritization. Pivotal tracker is another tool which is extremely useful in sprint planning and prioritising the user stories that will produce the maximum ROI.

Product management software serves as one solution for managing the entire product development process from starting point to end and curbing feature requests. Feature tracking systems are sophisticated frameworks designed for monitoring and categorization of feature requests coming in as a measure evaluation tool. Collaborative platforms refer to communication tools and project management tracks that subsequently involve members of the team engaging in discussions as well as decision-making stakeholders. Brought, these instruments offer a simple and controlled approach to screening element requests. They enable to building of consensus and make this process easier by making it possible for feature prioritization.

??? Utilizing tools enhances the efficiency and effectiveness of prioritizing feature requests in product management. Product management software streamlines the entire product lifecycle, facilitating seamless management of feature requests from ideation to execution. It enables the collection, organization, and prioritization of requests from diverse sources, while offering tracking and monitoring capabilities to gauge progress and performance. ??? Furthermore, product roadmaps serve as visual blueprints, encapsulating the product vision, strategy, and planned features over a defined timeline. They foster transparent communication of priorities and objectives to stakeholders and team members, fostering alignment and focus.

Aha!, Productboard and Trello have been my go-to tools to organize, analyze, and make educated decisions by making it easier to prioritize feature requests. These technologies have made cooperation easier and linked features with strategic objectives. The proper use of such tools increases efficiency and guarantees that the most important characteristics are addressed first.

One of the tried and true methods I have used when it comes to prioritizing features is business impact, customer impact, and level of effort. By considering your product features on these dimensions it makes it clear on what you should be working on.

I largely think, the prioritisation should be based on “Must Have”, “Should Have” or “Could Have” buckets. I have followed this in past and present, and have been largely successful. Once features are bucketed in one of these, further tag these features into further verticals such as “Business Request”, “Customer Request”, “Sales Request”, “Customer Service Request” and similar others. With the buckets and tags, have an impact matrix created to assess the impact these features would have on business, functional and customer. This matrix will provide micro-level details for the roadmap.

1. Assess the business value of each feature. Prioritize those that align with revenue goals, customer acquisition, or retention strategies. Consider the long-term impact on the product's success. 2. Meet with the technical team. Consider development time, resources, and potential dependencies. Prioritize features that are feasible within your current technical constraints. 3. What is the urgency and timeliness of feature requests? Consider market trends, competitive landscape, and time-sensitive opportunities.

The best practice involves: 1. Prioritising on the basis of functionality MoSCow. 2.Prioritising on the basis of distributing workload Impact vs effort matrix. 3. Prioritising based on customer centric KANO. 4. Prioritising based on impact for the customer RICE.

Firstly, defining a clear product vision and strategy is crucial. This serves as a guiding framework, allowing you to assess feature requests regarding their alignment with overarching goals. Secondly, involving stakeholders and customers in the prioritization process is essential. This gathers diverse perspectives and fosters trust and buy-in for the chosen priorities. Lastly, iterating and experimenting with real users is critical. Testing ideas and assumptions in the real-world context reduces uncertainty and risk, allowing for evidence-based improvements to the product. Adopting these best practices enhances decision-making, leading to more successful and user-oriented product development.

The main thing to consider as a product leader is to keep sure that the company has a north start and a clear vison (long term divided in short term goals). This is the main prerequisite to empower your team. The frameworks to prioritize are secondary and all of them works if used properly.

As a seasoned product management professional we need to understand the big picture or vision of the project We have to understand the pieces that leads to the outcome and place them in leading order of one to another in tandem with the help of collaboration of internal and external stakeholders It's time to dig deep into the pieces where we understand the Business value,impact and effort to build them Utilize framework either like RICE or MOSCOW assessing the above factors and rank the pieces by explaining the reasoning and get the buyin from the stakeholders which is dynamic with respect to time Start creating a ranked and healthy backlog and make sure we are 2 sprints ahead to start having expected increments built one by one.

Don't prioritize features. Instead, prioritize outcomes. First, focus on what your objectives are and rank potential initiatives against those objectives - if you have none, then you know what to discard. After that, decide what can give you the biggest impact against that desired outcome, leverage things such as Teresa Torres' Opportunity Solution Tree or run a cost of delay analysis. This should help you factor in what your goal is vs the impact of working on an initiative against that goal. Avoid prioritizing frameworks at this level. Frameworks are primarily output focused and assume you have already run discovery. Unless you have, they will serve as nothing more than just a guessing game.

As a Product Manager(PM), there will always be more feature requests than capacity to build & ship them. When evaluating a feature request, you should consider: 1. Impact - what value will it deliver to the customer? 2. Level of Effort - how long will it take to build it...how many sprints will it take to deliver the work? 3. Timing - how urgent is this feature request? The goal is not to say yes to everything...its to prioritize the right work, set the right expectations with stakeholders(why you can't deliver the feature), and keep the lines of communication open with stakeholders(sizing the feature and adding the request to the backlog).

As a Product Manager, effective prioritization is paramount, considering factors such as deliverables, complexity, dependencies, technical feasibility, and turnaround time. However, the primary focus lies on identifying and prioritizing requirements/features that yield maximum value for the end user while aligning with the company's strategic objectives