Feature prioritization is one of the most important aspects of Product Management. All the work that we do–all that customer development, internal horse-trading, market research, etc.–culminates with a list of prioritized features for the development team to build.
And yet, if prioritization is so important, why is it so difficult to do? Why is there so much confusion around it? Look at some of the most popular Product Management forums in LinkedIn or Quora, and you’ll see that how to create a roadmap and prioritize features continues to be a big issue for Product Managers.
In many cases, the struggle to prioritize features is just a symptom of something bigger. The real problem is usually lack of strategic vision or direction.
[tweetherder]Feature prioritization without a product strategy is like mapping a route without a destination.[/tweetherder]
Before Jumping Into Feature Prioritization, Ask Yourself:
- Are you prioritizing features without a solid strategy and prioritization criteria?
- Are you only listening to the loudest stakeholder, biggest customer, or squeaky wheel?
- Are you just chasing after the features of the competition (feature parity)?
- Are you trying to chase the latest trend in your industry?
If you answer yes to any of the above questions, then your prioritization will not only be difficult, but it’ll be highly ineffective.
So here is the simple rule: [tweetherder]Your feature prioritization should flow from your overall product strategy.[/tweetherder]
Your company’s strategy will inform your high-level roadmap, which tells you what type of functionality you need to build in the short- and mid-term, to satisfy your customers needs as well as other internal company needs.
If you don’t have a clear strategy and high-level roadmap that was crafted based on customer development, then there’s no point in trying to prioritize features yet. So before jumping into reorganizing individual features within your Product Management tool (if you are lucky to have one), take a minute to revisit your overall strategy and long-term roadmap.
Recommended podcast episode: You Can’t Outsource Strategy
That’s not to say your strategy needs to be set in stone for all of eternity. Depending on the maturity of your company, it’s not rare for strategies to adjust or “pivot” (to use the Lean lingo) every so often based on new learnings gathered via Customer Development. But you do need to have a defined strategy at all times, which remains mostly consistent, most of the time.
The Bottom Line
By the way, getting here is a lot of work, and that’s where a big part of the value of Product Managers lies. If you’d like some great resources on developing and executing a customer-driven strategy, I highly recommend these other articles I’ve written on this topic.
- How to Use a Scorecard to Prioritize Features
- How to Build and IoT Roadmap
- How to Use Design Thinking to Build Better IoT Products
Photo by Peter Reed