Chapter 1: Navigating Feature Discussions

As you transition from discovery to discussions with your team and fellow product professionals, the focus shifts to determining the most effective approach for developing new features. This process aims to address existing challenges or fulfill unmet customer demands within your product. It is crucial to concentrate on the problem space, identifying opportunities while clearly defining the scope of the new feature based on available resources and time constraints.

As a product manager, guiding your team through feature discussions is a vital responsibility. You create the environment for these conversations, leading the team through the exploration of problems and opportunities before engaging in meaningful discussions on which features to develop to tackle existing issues or introduce new capabilities.

For many product managers, especially those new to the role, leading these discussions can be daunting—particularly when engineers and designers are present. However, by following some practical tips, you can alleviate any anxiety and confidently lead your first feature discussion session.

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0. Preparation is Key

Timebox your meeting and provide an agenda to your team.

As previously highlighted in my article on effective meeting management, it’s imperative to schedule the meeting appropriately and define its duration. While this advice may seem straightforward, many individuals overlook the importance of proper time management, especially during feature discussions.

Your discovery phase may have surfaced numerous ideas, risks, and questions that need thorough exploration. However, by effectively managing meeting time and setting clear expectations regarding its length, you encourage your team to concentrate on the most significant discovery elements pertinent to the feature discussion. Otherwise, the team could easily veer off into trivial matters instead of addressing key topics.

Additionally, sharing an agenda with the team is beneficial. I typically include:

• The date and time of the meeting
• Participants invited
• The meeting’s objectives
• Any preparatory work required from attendees

1. Organize Discovery Items on a Visual Board

Utilize a discussion board to display your findings.

If your team hasn’t participated in all customer interviews, they may need a more accessible way to understand the issues, opportunities, and risks you’ve identified. Thus, it’s wise to break down your insights into separate cards and arrange them on a physical whiteboard or a virtual tool like Miro or Whimsical.

This strategy allows your team to grasp the breadth of the problem and opportunity space associated with the new feature. By separating your findings into distinct cards, you also enhance focus during discussions, facilitating quicker deliberation and decision-making.

2. Allow Time for Team Familiarization

Dedicate 5-10 minutes for the team to review the board.

Once all team members are present, start the session by allowing everyone a few minutes to familiarize themselves with the cards on the board. Since not every team member may have been involved in all customer interactions, this time is crucial for them to understand customer needs and formulate their thoughts on what an ideal minimum viable product (MVP) might entail.

After this initial review, invite questions regarding any of the cards displayed. This exercise helps clarify any ideas that may not align with the team’s vision, allowing you to filter out those that don’t warrant further discussion.

3. Discuss Each Feature Request and Risk

Engage the team in detailed discussions about each card.

Take the opportunity to examine each card with the team, covering:

• The content of the card
• The customer(s) who raised the idea
• The reasoning behind their input
• How it relates to the overarching goals
• Your initial perspectives on the card

Encourage all team members to voice their thoughts and questions about each card. This collaborative approach ensures everyone has a chance to contribute their insights, fostering a comprehensive understanding of each idea’s feasibility.

4. Prioritize Using the MoSCoW Framework

Categorize the cards to establish priorities.

Once the team has thoroughly discussed each card, it’s time to prioritize them using the MoSCoW framework. This method categorizes items into four groups:

• Must Have (M): Essential features that must be included.
• Should Have (S): Important features that are not critical.
• Could Have (C): Non-essential but desirable features.
• Won't Have (W): Items excluded from the current focus to prevent scope creep.

For example, if your team is building a photo upload feature, "including a UI element for uploads" would be a 'must have,' while "allowing users to edit their profile photo's background" would be categorized as 'should have.'

By systematically allocating each card to a priority bucket, you facilitate a clear path forward for the team.

Conclusion

By implementing these strategies, you can confidently lead discussions that drive your team toward productive feature development. If you’re considering a transition into product management, feel free to reach out for a conversation!

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