Group 1 - The core idea emphasizes the importance of prioritizing demands to maximize the value of limited R&D resources through a multi-dimensional evaluation framework that includes "value," "cost," and "risk" [1][4] - The top priority in demand evaluation is the alignment with business value and strategic goals, which serves as the guiding principle for decision-making [3][7] - Demand prioritization is fundamentally an economic game of opportunity cost, where every demand represents a potential project vying for scarce R&D resources [4][5] Group 2 - The first criterion for prioritization is business value and strategic alignment, which assesses whether a demand can significantly contribute to achieving key strategic objectives [7][8] - The second criterion focuses on user value and pain points, determining the breadth and depth of the problem a demand addresses for users [9][10] - The third criterion evaluates cost and complexity, analyzing the effort required for implementation and the associated risks [11][12] Group 3 - The fourth criterion considers timing and dependencies, assessing whether the current moment is the right time to pursue a demand and identifying any necessary prerequisites [13][14] - In practice, these criteria should not be treated in isolation but rather integrated into a comprehensive prioritization process that balances multiple dimensions [15][16] - Quantitative models like RICE and WSJF serve as frameworks to mathematically combine these various criteria into a single comparable score [17][18] Group 4 - Regular team meetings, such as backlog refinement sessions, are essential for collaborative prioritization, allowing input from various stakeholders [19][20] - Tools can help make prioritization criteria explicit, enhancing transparency and data-driven decision-making [21][22] - The weighting of prioritization criteria may change depending on the product lifecycle stage, with different focuses at various phases [22][23]

对用户提出的需求进行有效评估，其核心在于建立一套从"聆听"到"洞察"，再从"洞察"到"决策"的、结 构化的、价值驱动的"过滤与甄别"体系。这套体系旨在穿透用户表面的"功能诉求"，挖掘其深层的"真 实意图"，并将其与产品的战略方向和有限的研发资源进行科学的权衡。一个全面、专业的评估流程， 必须涵盖五大关键环节：探寻请求背后的真实"待办任务"（JTBD）、评估需求的普适性与用户覆盖 度、分析其与产品战略及目标的对齐度、考量实现该需求的技术成本与风险、以及验证其商业可行性与 潜在回报。 其中，探寻请求背后的真实"待办任务"（Jobs-to-be-Done），是整个评估工作的思想基石。它要求我 们，在面对用户"我想要一个A功能"的请求时，不能仅仅停留在讨论A功能本身，而是必须像侦探一 样，通过"5个为什么"等技巧，刨根问底，去探寻用户真正想要"雇佣"我们的产品，来完成一件怎样 的"工作"，解决一个怎样的"困境"。 一、为何要"评估"：从"用户信使"到"价值侦探" 在产品管理中，一个最普遍也最危险的误区，就是将产品经理的角色，定位为一个被动的"用户信 使"或"订单接收员"。其主要工作，似乎就是忠实地记录下用户提出的每一 ...