Prioritisation.
WHAT THE REAL CONSTRAINT IS
Capacity. There is always more to build than time to build it.
WHAT PRIORITISATION ACTUALLY IS
Deciding what not to do.
WHAT TO ASSESS FOR EACH CANDIDATE
How many people it affects How much it matters to them What it is worth to the business How much effort it takes What it risks
WHAT SIMPLE APPROACHES WORK
Value against effort, plotted Ranking against a stated objective Scoring on agreed criteria
WHY SIMPLE
Elaborate frameworks produce false precision and consume time.
WHAT TO DO ABOUT THE HIGH-VALUE, LOW-EFFORT ITEMS
Do them.
WHAT TO DO ABOUT HIGH-VALUE, HIGH-EFFORT ITEMS
Decide deliberately, and plan for them.
WHAT TO DO ABOUT LOW-VALUE ITEMS
Decline, with a reason.
WHY WITH A REASON
Unexplained refusal produces repeated requests and resentment.
WHAT TO BE CAREFUL WITH
Prioritising by who asked Prioritising by how recently it was asked Building for the loudest customer
WHY THAT LAST ONE
It produces a product shaped by one account.
WHAT TO PROTECT CAPACITY FOR
Reliability and maintenance.
WHY
Deferring them indefinitely makes everything slower later.
HOW MUCH
A defined proportion, agreed in advance.
WHAT TO REVIEW
Whether what you built produced what you expected.
