As a product manager, you are very likely to have more feature requests than what you can put out in a given release. In my case, a good product manager’s job at release planning is figuring out what to eliminate from consideration – you have to make hard decisions – that is what you are paid to do.
Please note that my background is working on products that have mass market appeal and did not have to deal with things like customer funded development – where a customer throws money at you to get a feature that only they will use.
Here are the five guidelines I have used effectively ….
1) How MANY customers will ever USE it?
We held a strong line on this – if the feature was meant just for the selected few (no matter how much money these customers had), we said No to the customer. You may say – no way, it will not work in my case. My reply – have you tried – Have you told your customer No and told him why? – if not try it.
I will give you an example – we had a very well known consumer company in Japan as a customer – they had bought a few licenses but had the promise of buying a whole lot more licenses – they had a lot of money. We visited them in Japan, they visited us here, met with our executives etc. – they tried to push their agenda hard on us and they had all sort of ideas as to how the software needs to work. We questioned them hard to get to the bottom of their underlying problems – why, why, why do you need to do something. They had some great ideas and some that applied only to them – we readily agreed to do the former and rejected the latter with solid business reasons why we won’t do it – not enough customers have the need.
They respected us at the end – their feedback was that we were the first vendor to have grilled them on their requests and were bold enough to turn them down, as opposed to other vendors who were ready to do whatever they wanted. They realized that we were a company that knew what we were doing and our willingness to grill them, told them that we wanted to make sure we were solving their problems the right way.
2) How OFTEN will customers USE it?
Is this something a customer will use once a year, once a month or something they would use everyday. Why does this matter? Remember the phrase “death by thousand cuts” – if something that needs to be used everyday is not supported or is very inefficient to do, it kills user productivity. This may not be something that will make a press release when you launch a new release or in your product demo, but this is something that will get you a standing ovation from your existing customers. Believe me, I have experienced this multiple times where the smallest change scored the highest in customer satisfaction. Stuff such as choosing the right default values, remembering the last used options fall into this category.
Taking how MANY customers would use it and multiplying it by how OFTEN they will use it, you get what I define as Velocity of a new feature.
VELOCITY = How MANY customers will use X How OFTEN they will use
Features with highest velocity should be serious contenders to make into your new release.
3) Will this open up new markets?
It could be something that could be asked by your smallest customer – but it could be this brilliant idea that could change the rules of the game and open up a completely new market for you. You as a product manager need to make this call.
I have been asked in the past if we implemented feature requests only from large customers with lots of licenses – my response always has been – size does not matter, quality of the idea does. This is what product managers get paid to do – take such ideas and make a business out of it.
4) Is this considered table stakes by the market?
There could be features you would need to compete in the market – if you don’t have these basic things, you are not even considered a player. These ones should be obvious if you know your market. For example, pivot tables or charting are considered table stakes for a serious spreadsheet application.
But tread this one with caution – this is where sales can take you for a ride. They will say “we cannot compete because we don’t have this X, Y and Z” and the list could be endless. For those being raised by sales, ask them to put you in touch with customers who would not buy without this feature – then from the customers get to the real problem that is solved by the feature – for all you know, you may have an innovative way to do it, or can come up with one that might change the rules of the game.
5) Is the feature a building block to the real thing?
This could be something determined by R&D (architectural changes) or some other user facing feature that is needed to support the final feature.
If you consistently use these guidelines, you end up making a business case why you want to turn down a feature request – this even works with executives because it is now based on facts and not opinions. After all this, if some higher up overrides your decision, it is not in your hands, but you know you did your analysis.