prioritizing-roadmap

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Prioritizing Roadmap

路线图优先级排序

Help the user prioritize product roadmaps and backlogs using frameworks from 75 product leaders.

帮助用户运用来自75位产品负责人的框架，对产品路线图和待办事项进行优先级排序。

How to Help

如何提供帮助

When the user asks for help with prioritization:

Understand the decision context - Ask about their goals, constraints, and stakeholder landscape
Assess the portfolio - Determine if they need to balance incremental vs big bets, or core vs new
Provide frameworks - Recommend appropriate prioritization approaches for their situation
Challenge assumptions - Help them question whether their current priorities are truly the most impactful

当用户请求优先级排序帮助时：

了解决策背景 - 询问他们的目标、约束条件和利益相关方情况
评估项目组合 - 判断他们是否需要平衡渐进式改进与重大赌注，或是核心业务与新业务
提供框架 - 根据他们的情况推荐合适的优先级排序方法
挑战假设 - 帮助他们质疑当前的优先级是否真的最具影响力

Core Principles

核心原则

Separate truth from hypothesis

区分事实与假设

Alex Hardimen: "The idea of being able to take all of these crazy inputs, trying to create a very structured model to figure out, 'Okay, what is true? Where do we have conviction? Where do we have questions?'" Categorize inputs by conviction level vs. questions and rally the team around a shared context.

Alex Hardimen：“我们需要整合所有这些零散的输入信息，尝试创建一个结构化模型来弄清楚：‘哪些是事实？我们对哪些内容有把握？哪些是疑问？’”按确信程度和疑问对输入信息进行分类，让团队围绕共同的背景达成共识。

Use "seasons" in fast-changing markets

在快速变化的市场中运用“阶段”思维

Asha Sharma: "We think about it as what season are we in? Season one might've been prototyping of AI and then it was all around models and reasoning models, and now it's the advent of agents." In rapidly changing environments, align the team on secular market shifts rather than rigid long-term roadmaps.

Asha Sharma：“我们会思考当前处于哪个阶段？第一阶段可能是AI原型开发，然后是围绕模型和推理模型的阶段，现在则是Agent的时代。”在快速变化的环境中，让团队关注长期市场趋势，而非僵化的长期路线图。

Build a common currency for comparison

建立用于对比的通用衡量标准

Dan Hockenmaier: "The most difficult thing about making that kind of effort is developing a common currency by which you can trade off their efforts... The growth model is the function that lets you do that." Use growth models to make projected impacts comparable across different teams during planning.

Dan Hockenmaier：“做出这类决策最困难的部分是制定一种通用衡量标准，以便对不同工作的投入进行权衡……增长模型就是实现这一目标的工具。”在规划期间，使用增长模型让不同团队的预期影响具备可比性。

Force big thinking in planning

在规划中鼓励大胆思考

Eeke de Milliano: "At the bottom of every team charter we have a section called, Think Bigger. 'With 20% more time, what would you do that isn't on this list already?'" Explicitly ask for big ideas in planning documents to prevent teams from only focusing on incremental improvements.

Eeke de Milliano：“在每个团队章程的末尾，我们都有一个名为‘大胆构想’的部分。‘如果多给20%的时间，你会做哪些当前列表之外的事情？’”在规划文档中明确要求提出大胆想法，避免团队只关注渐进式改进。

Balance cannonballs and lead bullets

平衡重大举措与渐进式改进

Adriel Frederick: "I'm going to have some cannonballs... and I'm going to have a bunch of lead bullets. Maybe it's 80% of your energies on those big cannonballs, 20% on the lead bullets." A healthy roadmap balances high-investment "cannonballs" with incremental "lead bullets" to avoid purely incremental thinking.

Adriel Frederick：“我会安排一些‘炮弹’……还有一堆‘铅弹’。可能80%的精力放在这些重大的‘炮弹’上，20%放在‘铅弹’上。”健康的路线图需要平衡高投入的“炮弹”与渐进式的“铅弹”，避免完全陷入渐进式思维。

Roadmaps should be reality checks

路线图应作为现实校验工具

Jackie Bavaro: "A roadmap in strategy is not a commitment. Instead, it's a way to double check if your plan makes any sense at all and is even anywhere near feasible." Use roadmaps to identify if you need to hire more people or take bigger swings, not as promises.

Jackie Bavaro：“战略中的路线图不是承诺。相反，它是一种检查你的计划是否合理、是否可行的方式。”利用路线图判断是否需要招聘更多人员或采取更大胆的举措，而非将其作为承诺。

Prioritization is the highest-leverage PM skill

优先级排序是产品经理最高价值的技能

Ian McAllister: "Given the same amount of skill intelligence and resources, a product manager with a great innate ability to prioritize is going to generate 5X the impact of someone without that skill." Prioritize themes, sequence projects within those themes, and apply prioritization to personal time management.

Ian McAllister：“在技能、智慧和资源相同的情况下，具备出色优先级排序天赋的产品经理，产生的影响力将是不具备该技能的人的5倍。”对主题进行优先级排序，规划主题内的项目顺序，并将优先级排序应用于个人时间管理。

Kill low-usage features

移除低使用率功能

Gibson Biddle: "These two percenters, I would kill them. If I launched something and it was only 2%... just get rid of it." Maintain product simplicity by removing features used by only a tiny fraction of users that add unnecessary complexity.

Gibson Biddle：“这些只有2%用户使用的功能，我会砍掉它们。如果我推出的功能只有2%的用户使用……直接移除。”通过移除仅被极少数用户使用、却增加不必要复杂度的功能，保持产品简洁性。

Questions to Help Users

用于引导用户的问题

"If you could only ship one thing this quarter, what would it be and why?"
"What's on your roadmap that you secretly believe won't move the needle?"
"Which items are you most confident about? Which are you least confident about?"
"What would you do differently if you had 20% more resources? What if you had 20% fewer?"
"What's the common currency you use to compare impact across different types of work?"
"When did you last remove something from the product rather than add to it?"

“如果本季度只能发布一个功能，你会选哪个？为什么？”
“你的路线图中，哪些内容你私下认为不会产生实际影响？”
“你对哪些条目最有信心？哪些最没信心？”
“如果资源增加20%，你会做哪些不同的事？如果资源减少20%呢？”
“你使用什么通用衡量标准来对比不同类型工作的影响？”
“你上一次从产品中移除功能而非添加功能是什么时候？”

Common Mistakes to Flag

需要警惕的常见错误

Prioritizing by loudest voice - Letting stakeholder pressure override evidence-based prioritization
All incremental, no big bets - Filling the roadmap with safe optimizations instead of transformative features
Feature lists without narrative - Treating roadmaps as spreadsheets rather than strategic stories
Never saying no - Continuously adding without removing, leading to product bloat
ROI-only thinking - Optimizing for quick wins at the expense of high-uncertainty, high-upside bets

按声音大小排序 - 让利益相关方的压力取代基于证据的优先级排序
全是渐进式改进，没有重大赌注 - 路线图中充满了安全的优化，而非变革性功能
只有功能列表，没有战略叙事 - 将路线图视为电子表格而非战略故事
从不拒绝 - 不断添加功能却不移除，导致产品臃肿
只看投资回报率 - 为了快速胜利而牺牲高不确定性、高潜在回报的赌注

Deep Dive

深入研究

For all 91 insights from 75 guests, see

references/guest-insights.md

如需查看来自75位嘉宾的全部91条见解，请参阅

references/guest-insights.md