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Priority Starts at the Top
The document discusses prioritization in product management, focusing on how to manage multiple and changing priorities effectively. It outlines the importance of defining types of value, setting their relative importance, and understanding what is changing for successful prioritization. The author emphasizes that prioritization should focus on outcomes rather than just outputs, highlighting the need for clear strategies and communication within teams.
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Priority Starts at the Top
- 2. Priority starts at thetop Daniel Zacarias @ Productized Talks
- 3. A little bitabout myself - Product guy for 10+ years - Founder of Substantive, a consultancy helping teams with their product strategy, discovery and delivery processes - Founder of Underway, a new tool to save PMs’ time in status meetings and reports - Blogger at foldingburritos.com
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- 6. … Provide themost value, given our constraints
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- 11. how to decidewhat we should do next?
- 12. how to dealwith multiple priorities?
- 13. how to dealwith constantly changing priorities?
- 14. October November DecemberJanuary February v1 v2 v3now Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Feature 6 Feature 7 Feature 8 Feature 9 FeatureGroupA Feature GroupB FeatureGroupC
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- 16. We’re dealing withstuff…
- 17. Managing and prioritizing outputsis really hard
- 18. Value comes fromOutcomes
- 19. Outputs ≠ Outcomes Whatyou can see and experience What you get out of it This is why “a thing” is valuable to us
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- 21. 1. how todecide what we should do next? 2. how to deal with multiple priorities? 3. how to deal with changing priorities?
- 22. 1. define thetypes of value 2. set their relative importance 3. understand what’s changing
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- 24. Think about yourrecent work…
- 25. There are differenttypes of tasks that the team takes on…
- 26. ‣ New features ‣Bugs ‣ Technical debt ‣ UX improvements ‣ … and so on
- 27. It’s nearly impossibleto compare them relative to each other…
- 28. But it’s quiteeasy to do when they create the same “type of value”
- 29. Bugs can bevalued in terms of quality goals like: support needs, user satisfaction/perception, churn, etc.
- 30. Technical debt canbe valued in terms of velocity, scalability or similar
- 31. UX improvements canbe valued in terms of user satisfaction, task completion times, etc.
- 32. New features shouldbe valued in terms of the business and/or customer goals that they aim to serve
- 33. Having the samecomparison parameters makes it much easier to set priorities within a given type of value
- 34. Mission Themes Goals Projects LazyChat team Create the mosteffective communication environment for teams of all sizes ➚ CLTV 100% GDPR Compliance Upsell from Pro to Premium User account delete Plan feature adjustments Growth Compliance JIRA integration (on Premium plan) Quality improvements ➘ Tickets / user Support-originated bugs Backup data removal Bug fixes User-self serve ➚ Trial-to-Paid conversion Onboarding improvements Lifecycle email campaign In-app contextual messaging ➚ Team velocity Platform Capabilities Microservices migration Payments Microservice Webhook Microservice Monthly invoice report Feature requests
- 35. Setting the importance ofeach type
- 36. How do webalance all of this?
- 37. Through a productstrategy
- 38. Strategy = application ofresources to achieve a set of goals
- 40. This can beimplicit (based on our recent history), or explicit, when it is known
- 41. Roadmap = illustration ofstrategy (usually over time)
- 42. The problem withtime is that it forces us to ‘lock down’ a given set of current assumptions
- 43. Goals & Problemsare way more stable than Features
- 44. Now Next Later Goal1Goal2Goal3 Theme1 Theme 2 Theme 3 Theme 4 Theme 5 Theme 6 Theme 7 Theme 8 Theme 9 Theme 10 Theme 11 ‘Width’ shows investment level / importance Broad/vague time horizons Problem/Opportunity-oriented: More durable definition of ‘work to be done’ Outcome- oriented
- 45. How can weagree on a strategy?
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- 48.
- 49. Set or Askto be set Share
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- 51. When it seemsthat “priorities keep changing” we need to clearly understand what’s happening
- 52. It can bejust our perception…
- 53. Is the investmentlevel changing?
- 54. Are the featureswe work on changing? Is it due to learning? Or is it because you get asked for new ideas, requests, etc?
- 55. Ideas Requests Random Isthis aligned with our mission / vision / value proposition? does it contribute to our current goals at all? how much? more than what’s already in the pipeline? how much effort does it require? is it worth it? tech team doesn’t need to waste their time until this point… (and you can even do a high-level estimate in most cases)
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- 57. Are goals changing? Becausewe hit previous ones? Some other reason? Too frequently?
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- 59. Priority comes fromValue
- 60. Value comes fromOutcomes
- 61.
- 62. Know the typesof outcomes we need to produce #1
- 63. Know how importantthey are relative to each other #2
- 64. Correctly identify what’schanging (or what needs to change) #3