Abhishek Anandvel
630 XP
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Superplum
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5 days ago
There’s a common idea that a Product Manager needs to be good at prioritization, stakeholder management, roadmapping and execution. But in practice, I think one of the hardest parts of Product Management is knowing what not to build. A PM can have a long list of customer requests, business requirements and ideas from different teams. The challenge is figuring out: Which problem is actually worth solving? How many users are affected? What is the business impact? Is there enough evidence to support the problem? What happens if we don't build it? How do we know whether the solution actually worked? I’m curious to hear from other PMs: What framework, metric or approach do you use when deciding which product problems deserve priority?
Product Management
