Every product manager I know faces this problem. Too many good ideas. Not enough engineers or time. What do we build next?
It's a constant battle. If you don't have a system, the loudest person in the room often wins. Or the CEO's pet idea. Not always the best way.
So, we use frameworks. Tools to help us think. To make choices we can explain.
My Journey Through Frameworks
I’ve tried many. Some stuck. Some didn’t.
There’s RICE (Reach, Impact, Confidence, Effort). Sounds smart. You score each feature. It gives you a number. I liked it for a while. But sometimes "Effort" was hard to guess right. And "Impact" felt subjective.
Then there’s MoSCoW (Must have, Should have, Could have, Won't have). Simple. Good for talking with sales and stakeholders. Helps set expectations. But "Must have" can become a very long list if you are not careful.
What About Value vs. Effort?
This one is a classic. A simple 2x2 grid. High value, low effort? Do it now! Low value, high effort? Maybe never.
It’s visual. Easy to understand. I still use this for quick discussions. But "value" can be tricky. Value to whom? The user? The business?
The Kano Model is interesting too. It talks about Basic needs, Performance features, and Delighters. It helps think about *different kinds* of value. Not just more features.
The best feature prioritization framework is the one your team actually uses and understands. And it might change over time.
No Magic Bullet
Here’s what I’ve learned: No single framework is perfect for every team or every product.
A startup trying to find product-market fit might prioritize differently than a big company with an established product.
The real benefit of these frameworks? They force you to *think*. To define what "impact" means. To discuss "effort" openly. To get alignment.
My Advice?
- Keep it simple: A complex framework nobody understands is useless.
- Be flexible: Adapt the framework to your needs. Combine ideas.
- Communicate: Explain *why* decisions are made, using the framework as a guide.
- Revisit: What works today might not work next quarter. Be ready to adjust.
The framework is a tool. Your brain, your team's discussions, your customer understanding – those are what really matter. The framework just helps structure the conversation.