Questions for evaluating product feature decisions:
1⃣What is the user need?
2⃣Why is it important to solve?
3⃣What are the expected solutions?
4⃣What are the unexpected solutions?
5⃣What are the known pros/cons of each?
6⃣What do we still not know?
7⃣How do we make it known?
1⃣What is the user need?
2⃣Why is it important to solve?
3⃣What are the expected solutions?
4⃣What are the unexpected solutions?
5⃣What are the known pros/cons of each?
6⃣What do we still not know?
7⃣How do we make it known?
Bonus:
8⃣What are the risks?
9⃣How will we mitigate the risks?
🔟How will we assess progress & results?
Iterate on each question a few times until you reach the kernel.
All PMs can use this framework, but it's especially useful for PM leaders to vet features & give feedback.
8⃣What are the risks?
9⃣How will we mitigate the risks?
🔟How will we assess progress & results?
Iterate on each question a few times until you reach the kernel.
All PMs can use this framework, but it's especially useful for PM leaders to vet features & give feedback.
This type of thinking comes naturally to some PM leaders, others need to build this muscle
Do it often enough & it becomes instinctual.
It's really vital to get right because you can't possibly have all the context as a PM leader, yet are responsible for sound product decisions
Do it often enough & it becomes instinctual.
It's really vital to get right because you can't possibly have all the context as a PM leader, yet are responsible for sound product decisions
This is also an example of leading by asking questions, rather than leading by providing solutions or by being a critic.
Don't get me wrong, you do need to wear the "solution hat" or the "critic hat" at times.
But I firmly believe in keeping the "question hat" on by default.
Don't get me wrong, you do need to wear the "solution hat" or the "critic hat" at times.
But I firmly believe in keeping the "question hat" on by default.
Related part within my 2018 mega-thread on PM leadership:
