1. Start with the job to be done for the end user: what problem are we solving for? 2. What happens if we don’t do it? 3. Ease of implementation & resources needed against benefits

When a team struggles to agree on which features to prioritize, I’ve found it helpful to revisit the product’s vision and goals—both overall and for the specific features. Ensuring alignment with the vision is a great starting point. Next, consider the resources available to develop the features, this will impact which backlog item to choose. Lastly, focus on which features your users need most to achieve their goals with your product.

Tudo começa com uma boa definição de qual é a dor do cliente que queremos resolver e quais ponteiros queremos mexer. Essa é nossa principal função como líder de produtos! Com essa definição bem feita, devemos empoderar os times para discutirem quais são as melhores features candidatas e porquê. Nesse momento, olhamos principalmente dificuldade vs impacto e alinhamento com a visão do produto e da empresa. Importante também envolver os principais stakeholders impactados. Com essa abordagem, o líder de produtos terá grande chance de sucesso para encontrar um terreno comum entre todos os envolvidos.

Has AI forgotten about the Product Management function? Roadmaps are commitments and I have never known an Executive team or Sales team to be so shy to not make sure every backlog is overflowing. If the team is not aligned or energized about the features, that is a different concern and I would add feature focused storming sessions and add someone from services or even a client to better animate the value of the features in an effort to get the developers excited.

To find common ground on scalability approaches for a new feature, start by facilitating an open discussion where each team member can present their ideas and concerns. Encourage everyone to share their rationale behind their preferred approach. Identify the key goals for the feature and the challenges each approach might address. Look for overlaps in perspectives and consider the pros and cons of each option collaboratively. Aim to create a hybrid solution that incorporates elements from different viewpoints. Once a consensus is reached, outline clear action steps to move forward with the chosen approach.

A forum where clients may post ideas and cast their votes is a good concept. It may help in identifying actual product gaps and prioritize.  Innovation and practical problems that clients face are balanced by this approach.

— Align on 𝗰𝗼𝗿𝗲 𝗼𝗯𝗷𝗲𝗰𝘁𝗶𝘃𝗲𝘀: Clarify the problem we're solving and how the feature fits into long-term goals. — Facilitate a 𝗱𝗮𝘁𝗮-𝗱𝗿𝗶𝘃𝗲𝗻 𝗱𝗶𝘀𝗰𝘂𝘀𝘀𝗶𝗼𝗻: Weigh potential impact against technical complexity, resource constraints, and user needs. — Encourage 𝗼𝗽𝗲𝗻 𝗱𝗶𝗮𝗹𝗼𝗴𝘂𝗲: Ensure all perspectives are heard to surface different approaches. — Focus on 𝘀𝗰𝗮𝗹𝗮𝗯𝗶𝗹𝗶𝘁𝘆: Consider both product growth and infrastructure sustainability. — 𝗖𝗼𝗻𝘃𝗲𝗿𝗴𝗲 𝗼𝗻 𝗮 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻: Aim for a balance between innovation and practical execution to ensure successful implementation.

Team debates got you stuck? Seek common ground with a ' Scalability Sandwich': - Bottom bun: Share the why (user needs, business goals) - Filling: Explore options (trade-offs, technical constraints) - Top bun: Align on success metrics (KPIs, user delight) Remember, scalability is a team sport! By uniting on purpose, possibilities, and metrics, you'll find the perfect blend of feature and feasibility. And, voilà! Your new feature will satisfy both users and engineers – a true recipe for success!

In some cases we've used a customer centric view. Asking the customer to prioritise listed features and picking up the must haves. When proceeding with the feature development using minimum viable product (MVP) approach is recommended. By this we can test our ideas and get the customer feedback fast.