A great product manager knows how to say no to ideas that don’t serve their product, their vision, or their customers. Scroll down to learn when to say no to common reasons for building a feature.
Data alone can be misleading. We could add Tetris to the app and engagement would fly off the charts, but does that make it a better product?
This one’s tricky. But unless the boss has the time and insight to make smart, holistic decisions, then no.
Unless it’s Apple, delivering extra value to one customer and on their terms always comes at the cost of taking value away from others. Scratch that. Even if it’s Apple.
You know what else we can create in a few minutes? A bad feature. Scope might be a reason to bump it up the roadmap, but that’s a roadmap decision, not a product one.
Are you trying to become a “mobile collaboration tool that can send invoices, schedule tweets, and make coffee?” Optional features lead to bloatware, with no clear focus.
Here’s a plan: let’s use idle time to fix bugs, clean test suites, refactor. Reduce technical debt, not make more of it.
That doesn’t mean it’s a good idea. If you obsess over your competition, you end up delivering yesterday’s broken technology tomorrow.
This reason is often used when you’re afraid to admit your product ends somewhere. The real question is: if you don’t build it, will your customers leave?