prioritization

From the author

Choose what not to do and make the tradeoff legible — the constraint being spent, each candidate's cost and value with the evidence behind it, what is reversible, and what would change the answer. Use when a list is longer than the capacity, when asked what to cut or what ships first, or when a decision was made and nobody can reconstruct why. Not for deciding whether a problem is real (product-discovery), not for writing the scope of what wins (prd-and-stories), and not for committing the team on their behalf.