Within each one of the three criteria above will be the consideration for constraints. For example, feasibility doesn’t just mean to answer the question “is it possible?”, it means to answer “how will this be made possible?”. Constraints like time, people, money and process serve as filters for prioritization too. Leaders and managers can filter their decisions through constraint-specific questions like, “will we have the time to do that?” or “do we have the skills right now to make this happen?”
First, and most importantly, it’s not the features that matter. You’re not going to create something people really love by making a big list of Slack’s features and simply checking those boxes. The revolution that has led to millions of people flocking to Slack has been, and continues to be, driven by something much deeper.
When we push a same-day fix in response to a customer’s tweet, agonize over the best way to slip some humor into release notes, run design sprints with other software vendors to ensure our products work together seamlessly, or achieve a 100-minute average turnaround time for a thoughtful, human response to each support inquiry, that’s not “going above and beyond.” It’s not “us being clever.” That’s how we do. That’s who we are.