To me, the mantra for any effective engineering decision making is based on 4 aspects of execution: - Determination: towards the “purpose” - Data: to understand the “situation” - Experience: to manage the “unknown” - Intuition: mental push “towards action” For all the above to work in synchronisation, it requires working culture and environment that not only encourages but also believes and promotes, always!

Many good approaches already noted. To add a new one, consider what is important to the customer that will be difficult or impossible to add later. It may even deprioritize another highly rated feature. But the world has become accepting of fast, iterative product changes. Can even keep oneself in the news cycle with the upcoming improvements. Just don't wait too long for product revision 2!

Look at both sides of the coin - the user needs and business needs. With the business lens, what’s critical for the success of the business. What features/capabilities are critical to drive, for example, more users to sign up. In parallel, map what users need. If more users to sign up is your objective, see what was a key driver for people to sign up or move to your product. Prioritise features that make it better or add more value to it.

I always prioritise features based on simple yet pivotal matrix I.e RICE (reach, impact, confidence, effort). It helps me identify which one is the critical feature that can deliver value to both business and the customers. At the same time aligns with the product goals and follows the ship, learn and iterate strategy; also helps dev team to deliver it faster given the ongoing market trend.

In product design, tight deadlines often demand sharp focus on what truly matters. My approach begins with identifying core user needs, ensuring that the most pressing problems are addressed first. I also rely heavily on data—user feedback and analytics provide clarity on what features will create the most impact. While prioritizing, I often weigh impact against effort, aiming for solutions that deliver maximum value with feasible effort. This mindset helps maintain momentum without compromising the product's essence. For me, it's not about cutting corners but focusing energy where it makes the biggest difference.

Racing against the clock means making tough decisions. Focus on the features that have the highest potential to address critical user needs and align with the product’s purpose. To decide, rank each feature using an impact vs. effort matrix, factoring in both development time and value. Prioritize features that provide immediate user value, and plan for less critical features in future iterations.

To prioritize crucial features in product design when time is limited, define core objectives and conduct user research to understand their needs. Use an MVP approach to focus on essential features, and apply an impact vs. effort matrix to evaluate potential features efficiently. Consider competitive analysis and technical feasibility to ensure alignment with market expectations and development capabilities. Gather stakeholder input and iteratively incorporate feedback to refine prioritization throughout the process.

When time is limited in product design, it's crucial to focus on what matters most from both a business and user perspective. Start by identifying the key problems your users face and prioritize solving those first.Next, evaluate each feature by comparing its potential impact against the development effort required, using an impact-effort matrix. This helps you make smart decisions that maximize return on investment while keeping your resources focused. Finally, use user feedback and data analytics to guide your prioritization, making sure every decision aligns with both customer needs and business goals. By balancing user value and business efficiency, you can create a product that delights customers and drives sustainable growth.

Trust your gut You don’t have time to overthink. Make the calls that feel right. You know your product better than anyone—act like it. Skip the feedback Users will always say yes to everything, but their actions rarely match their words. Don’t waste time with that stuff in the beginning. Ship what works now, learn, tweak later. Cut most features If it doesn’t solve one core problem, remove it. Even the “cool” stuff. “Kill your darlings” and focus on what makes the product useful or essential

- You look at the data in hand and measure it against user goals & business goals. - You prioritise task flows which can be designed as a part of the MVP release. - You don’t compromise on the usability or the experience of important task flows for MVP, ensuring your product live’s up to market standards.