Os principais clientes estão pressionando por atualizações de recursos conflitantes. Como você prioriza o feedback do usuário de forma eficaz?

Priority must be give to every task in a project plan. This allows a Project Manager to allocate resources efficiently when running the project. User/Client requests are normally the highest priority items. When client requests conflict, priority must be given to each, & one worked on first. This is b/c project teams that are focused are efficient project teams, IMHE. I faced conflicting requests on the Pennantview project. One client wanted pitchers analyzed first; the other hitters. I had to choose one. I used the Pennantview software itself to determine which analysis, hitters or pitchers, would have the most overall effect on the game of baseball. Hitters. And that's the one I chose first! #GatherDataForPriorityAllocation ☺️

Tener un vínculo, accesible y fácil, como comunicación con el cliente, donde se puede reflejar su conformidad o falta de expectativas, es muy favorable para poder predecir decepciones y mejorar o corregir, un producto o un problema a tiempo

Cuando se toma en cuenta una sugerencia , sobre un producto o una acción, hay que tomar en cuenta; si se justifica el cambio, si la mejora , va a ser favorable, si es viable, si económicamente tiene afectación, y se permite en el costo, tiempo /dinero. Tomando, estas mínimas razones más comunes y el servicio al usuario, se resuelve; por sí o por no

El Cliente, siempre tiene que quedar satisfecho, de la atención, por lo cual se le debe una escucha respetuosa de su queja, y explicarle de la forma más clara que tenemos la intención de entenderlo y solucionarle el problema, hacer notar si su queja tiene un origen personal o del producto. Para el primero, está el Servicio al Cliente. El segundo, se debe tratar para retroalimentación de Control de Calidad o innovación.

I've adopted some of the methods below to manage conflicting requests and their prioritization; this makes sense, especially in enterprise SaaS companies. 1. Product Roadmap Gamification: Bring your sales team and give them 100 points each to vote on competing features. 2. Strategic Alignment with Exec Team: Based on company strategy, e.g., Focus on growth vs. Focus on profits, align your product strategy and related features. Competing features must also be aligned with the overall company & product strategy. 3. Moscow is invaluable, too, but it's difficult to tie them into a theme that customers broadly can buy into. 4. Build a customer advisory board for a more personal touch on the constraints of your prioritization.

La diligencia rápida, se puede controlar, con la contribución anterior, la misma puede testear las características en sus porcentajes y Tiempos de respuesta. Finalizando con la consulta al cliente de su satisfacción en tiempo y forma

Voice of the customer is the heartbeat of every top notch product organization. I have found the interlock between client owners and product to be the key to that ongoing dialogue that is critical to prioritizing product roadmaps and features. Be in lockstep with your clients to ensure that every product development effort is a co-collaboration. Otherwise, you run the risk of low performing new products that miss the mark on functionality your clients really need. Zero billers are the death knell.

It's important to create a safe an effective space for stakeholders to communicate with you and with their own units. If the work is conducted appropriately, the company (not the developers) are given complete control of what items to develop next. Development teams moderate the conversation the the right fashion and offer the opportunity and methods for stakeholders to drive the development towards items that have the most meaning to support the company strategy.

I feel, when it is about conflicting features and prioritization table preparation, a preliminary approach through Kano model can be a insightful objective in customer handling. Feature presence vs Satisfaction level one page view before prioritization. We need to be very clear about the Necessity, Absolute necessity, Luxury and Insight nature of the feature surely but on top of it the KANO model approach gives clear direction towards addition/deletion of a feature based on customer's interest. Relevant opportunities or future fit features inclusion interests are very necessary to correlate with organization's Strategic D&A program.