Saved by Simon Joliveau Breney
Qualitative Cost of Delay
To identify counterfeit urgency, we need to look closely at what benefit the project might deliver. If the benefit is real and substantial, then the one-year schedule certainly implies aggressive risk-taking, maybe too aggressive. If there are such important benefits to be gained, why not allocate the time to do the job right? The far more frequent
... See moreSteve McMenamin • Adrenaline Junkies and Template Zombies: Understanding Patterns of Project Behavior (Dorset House eBooks)
Normally, we’d consider business value, customer impact and tech difficulty when prioritizing.
Lewis Lin • Decode and Conquer
Judging by the sea of SEO thirst-trap blog posts about prioritization, you aren’t a PM blogger (or PM SaaS tool) if you haven’t shared your perspective on prioritization. So here’s my advice: In most situations, ignore most of these frameworks and just keep it simple: 1. Make a single list of all your team’s ideas. 2. T-shirt-size (XS, ... See more
Lenny Rachitsky • Prioritizing - By Lenny Rachitsky - Lenny's Newsletter
and you have data to back it up, but you also don’t believe they are critically important to the business. Deprioritize work here relative to the higher priority items above.
Amos Schwartzfarb • Levers: The Framework for Building Repeatability into Your Business
Problem 2: The need for a central source of truth - A change in plans (whether it was a priority or a launch date) was impossible to coordinate across all of these documents.
Coda • An inside look at how Figma ships product
But traditional “prioritization” — the "high-medium-low" kind that comes out of the cereal box of most project management software — is one of the worst ways to organize work