engineering graphics assignment

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Course info, instructors.

• Prof. Daniel Frey
• Prof. David Gossard

Departments

• Mechanical Engineering

As Taught In

• Robotics and Control Systems
• Mechanical Design

Learning Resource Types

Design and manufacturing i, design handbook: engineering drawing and sketching.

To see an animated version of this tutorial, please see the Drawing and Drafting section in MIT’s Engineering Design Instructional Computer System. (EDICS)

Drawing Handout Index

Isometric drawing.

Orthographic or Multiview Drawings

Dimensioning

Drawing tools.

Assembly Drawings

Cross-Sectional Views

Half-sections.

Sections of Objects with Holes, Ribs, etc.

More Dimensioning

Where to Put Dimensions

Introduction

One of the best ways to communicate one’s ideas is through some form of picture or drawing. This is especially true for the engineer. The purpose of this guide is to give you the basics of engineering sketching and drawing.

We will treat “sketching” and “drawing” as one. “Sketching” generally means freehand drawing. “Drawing” usually means using drawing instruments, from compasses to computers to bring precision to the drawings.

This is just an introduction. Don’t worry about understanding every detail right now - just get a general feel for the language of graphics.

We hope you like the object in Figure 1, because you’ll be seeing a lot of it. Before we get started on any technical drawings, let’s get a good look at this strange block from several angles.

Figure 1 - A Machined Block.

The representation of the object in figure 2 is called an isometric drawing. This is one of a family of three-dimensional views called pictorial drawings. In an isometric drawing, the object’s vertical lines are drawn vertically, and the horizontal lines in the width and depth planes are shown at 30 degrees to the horizontal. When drawn under these guidelines, the lines parallel to these three axes are at their true (scale) lengths. Lines that are not parallel to these axes will not be of their true length.

Figure 2 - An Isometric Drawing.

Any engineering drawing should show everything: a complete understanding of the object should be possible from the drawing. If the isometric drawing can show all details and all dimensions on one drawing, it is ideal. One can pack a great deal of information into an isometric drawing. However, if the object in figure 2 had a hole on the back side, it would not be visible using a single isometric drawing. In order to get a more complete view of the object, an orthographic projection may be used.

Orthographic or Multiview Drawing

Imagine that you have an object suspended by transparent threads inside a glass box, as in figure 3.

Figure 3 - The block suspended in a glass box.

Then draw the object on each of three faces as seen from that direction. Unfold the box (figure 4) and you have the three views. We call this an “orthographic” or “multiview” drawing.

Figure 4 - The creation of an orthographic multiview drawing.

Figure 5 - A multiview drawing and its explanation.

Which views should one choose for a multiview drawing? The views that reveal every detail about the object. Three views are not always necessary; we need only as many views as are required to describe the object fully. For example, some objects need only two views, while others need four. The circular object in figure 6 requires only two views.

Figure 6 - An object needing only two orthogonal views.

Figure 7 - An isometric view with dimensions.

We have “dimensioned” the object in the isometric drawing in figure 7. As a general guideline to dimensioning, try to think that you would make an object and dimension it in the most useful way. Put in exactly as many dimensions as are necessary for the craftsperson to make it -no more, no less. Do not put in redundant dimensions. Not only will these clutter the drawing, but if “tolerances” or accuracy levels have been included, the redundant dimensions often lead to conflicts when the tolerance allowances can be added in different ways.

Repeatedly measuring from one point to another will lead to inaccuracies. It is often better to measure from one end to various points. This gives the dimensions a reference standard. It is helpful to choose the placement of the dimension in the order in which a machinist would create the part. This convention may take some experience.

There are many times when the interior details of an object cannot be seen from the outside (figure 8).

Figure 8 - An isometric drawing that does not show all details.

We can get around this by pretending to cut the object on a plane and showing the “sectional view”. The sectional view is applicable to objects like engine blocks, where the interior details are intricate and would be very difficult to understand through the use of “hidden” lines (hidden lines are, by convention, dotted) on an orthographic or isometric drawing.

Imagine slicing the object in the middle (figure 9):

Figure 9 - “Sectioning” an object.

Figure 10 - Sectioning the object in figure 8.

Take away the front half (figure 10) and what you have is a full section view (figure 11).

Figure 11 - Sectioned isometric and orthogonal views.

The cross-section looks like figure 11 when it is viewed from straight ahead.

To prepare a drawing, one can use manual drafting instruments (figure 12) or computer-aided drafting or design, or CAD. The basic drawing standards and conventions are the same regardless of what design tool you use to make the drawings. In learning drafting, we will approach it from the perspective of manual drafting. If the drawing is made without either instruments or CAD, it is called a freehand sketch.

Figure 12 - Drawing Tools.

"Assembly" Drawings

An isometric view of an “assembled” pillow-block bearing system is shown in figure 13. It corresponds closely to what you actually see when viewing the object from a particular angle. We cannot tell what the inside of the part looks like from this view.

We can also show isometric views of the pillow-block being taken apart or “disassembled” (figure 14). This allows you to see the inner components of the bearing system. Isometric drawings can show overall arrangement clearly, but not the details and the dimensions.

Figure 13 - Pillow-block (Freehand sketch).

Figure 14 - Disassembled Pillow-block.

A cross-sectional view portrays a cut-away portion of the object and is another way to show hidden components in a device.

Imagine a plane that cuts vertically through the center of the pillow block as shown in figure 15. Then imagine removing the material from the front of this plane, as shown in figure 16.

Figure 15 - Pillow Block.

Figure 16 - Pillow Block.

This is how the remaining rear section would look. Diagonal lines (cross-hatches) show regions where materials have been cut by the cutting plane.

Figure 17 - Section “A-A”.

This cross-sectional view (section A-A, figure 17), one that is orthogonal to the viewing direction, shows the relationships of lengths and diameters better. These drawings are easier to make than isometric drawings. Seasoned engineers can interpret orthogonal drawings without needing an isometric drawing, but this takes a bit of practice.

The top “outside” view of the bearing is shown in figure 18. It is an orthogonal (perpendicular) projection. Notice the direction of the arrows for the “A-A” cutting plane.

Figure 18 - The top “outside” view of the bearing.

A half-section is a view of an object showing one-half of the view in section, as in figure 19 and 20.

Figure 19 - Full and sectioned isometric views.

Figure 20 - Front view and half section.

The diagonal lines on the section drawing are used to indicate the area that has been theoretically cut. These lines are called section lining or cross-hatching . The lines are thin and are usually drawn at a 45-degree angle to the major outline of the object. The spacing between lines should be uniform.

A second, rarer, use of cross-hatching is to indicate the material of the object. One form of cross-hatching may be used for cast iron, another for bronze, and so forth. More usually, the type of material is indicated elsewhere on the drawing, making the use of different types of cross-hatching unnecessary.

Figure 21 - Half section without hidden lines.

Usually hidden (dotted) lines are not used on the cross-section unless they are needed for dimensioning purposes. Also, some hidden lines on the non-sectioned part of the drawings are not needed (figure 12) since they become redundant information and may clutter the drawing.

Sectioning Objects with Holes, Ribs, Etc.

The cross-section on the right of figure 22 is technically correct. However, the convention in a drawing is to show the view on the left as the preferred method for sectioning this type of object.

Figure 22 - Cross section.

The purpose of dimensioning is to provide a clear and complete description of an object. A complete set of dimensions will permit only one interpretation needed to construct the part. Dimensioning should follow these guidelines.

• Accuracy: correct values must be given.
• Clearness: dimensions must be placed in appropriate positions.
• Completeness: nothing must be left out, and nothing duplicated.
• Readability: the appropriate line quality must be used for legibility.

The Basics: Definitions and Dimensions

The dimension line is a thin line, broken in the middle to allow the placement of the dimension value, with arrowheads at each end (figure 23).

Figure 23 - Dimensioned Drawing.

An arrowhead is approximately 3 mm long and 1 mm wide. That is, the length is roughly three times the width. An extension line extends a line on the object to the dimension line. The first dimension line should be approximately 12 mm (0.6 in) from the object. Extension lines begin 1.5 mm from the object and extend 3 mm from the last dimension line.

A leader is a thin line used to connect a dimension with a particular area (figure 24).

Figure 24 - Example drawing with a leader.

A leader may also be used to indicate a note or comment about a specific area. When there is limited space, a heavy black dot may be substituted for the arrows, as in figure 23. Also in this drawing, two holes are identical, allowing the “2x” notation to be used and the dimension to point to only one of the circles.

Where To Put Dimensions

The dimensions should be placed on the face that describes the feature most clearly. Examples of appropriate and inappropriate placing of dimensions are shown in figure 25.

Figure 25 - Example of appropriate and inappropriate dimensioning.

In order to get the feel of what dimensioning is all about, we can start with a simple rectangular block. With this simple object, only three dimensions are needed to describe it completely (figure 26). There is little choice on where to put its dimensions.

Figure 26 - Simple Object.

We have to make some choices when we dimension a block with a notch or cutout (figure 27). It is usually best to dimension from a common line or surface. This can be called the datum line of surface. This eliminates the addition of measurement or machining inaccuracies that would come from “chain” or “series” dimensioning. Notice how the dimensions originate on the datum surfaces. We chose one datum surface in figure 27, and another in figure 28. As long as we are consistent, it makes no difference. (We are just showing the top view).

Figure 27 - Surface datum example.

Figure 28 - Surface datum example.

In figure 29 we have shown a hole that we have chosen to dimension on the left side of the object. The Ø stands for “diameter”.

Figure 29 - Exampled of a dimensioned hole.

When the left side of the block is “radiuses” as in figure 30, we break our rule that we should not duplicate dimensions. The total length is known because the radius of the curve on the left side is given. Then, for clarity, we add the overall length of 60 and we note that it is a reference (REF) dimension. This means that it is not really required.

Figure 30 - Example of a directly dimensioned hole.

Somewhere on the paper, usually the bottom, there should be placed information on what measuring system is being used (e.g. inches and millimeters) and also the scale of the drawing.

Figure 31 - Example of a directly dimensioned hole.

This drawing is symmetric about the horizontal centerline. Centerlines (chain-dotted) are used for symmetric objects, and also for the center of circles and holes. We can dimension directly to the centerline, as in figure 31. In some cases this method can be clearer than just dimensioning between surfaces.

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Engineering is a unique discipline whose practitioners collaboratively manipulate material, energy, and information to create solutions to humanity’s challenges. As a  creative discipline, engineering involves generating new designs, evaluating alternatives, and making decisions under constraints. As a collaborative discipline, it necessarily involves a great deal of communication—with colleagues, with clients, and with the public. Since many mechanical engineering solutions involve manufacture of physical components, graphical communication is an essential skill. This text is meant to accompany an introductory course on engineering graphics and design. It is not meant to be comprehensive, either with respect to the entire field or individual topics, but instead to serve as an introduction to topics that will be explored in more depth during class time.

Modern tools, modern skills

Computer-aided design has almost completely replaced traditional pen-and-paper techniques for creating engineering drawings. Many once-essential skills like proper pencil technique for drawing straight lines and curves or proper line weights have become obsolete for most engineers. Software automatically enforces these basic drafting standards, and I believe they should not be taught or evaluated in a modern engineering course.

However, modern software does not (yet) automate the proper selection and placement of appropriate views (other than enforcing basic alignment), or placement and organization of dimensions. This text assumes that students are using 3D modeling software to create designs, and then generating drawings directly from 3D models. I therefore emphasize the skills needed to interpret drawings, and the decisions that must be made in order to create clear, complete drawings from 3D models.

This text is not a tutorial for SolidWorks or any other CAD program. Although many of the examples shown are created using SolidWorks (the software my students use in class), the concepts are completely generalizable to any modern CAD package.

Organization

Each chapter is intended to be read before class as a first introduction to each topic. Most chapters have interactive “Check your understanding” questions. Students should be learning and practicing the 3D modeling skills necessary to create components from which they can create the types of views and drawings introduced in this text.

Acknowledgments

Large sections of this text are adapted from the Engineering Graphics Active Learning Modules by Dr. Jeremy V. Ernst, Dr. Aaron C. Clank, Dr. Daniel P. Kelly, and Dr. Josh Brown. Originally part of the PUSH Initiative funded by the National Science Foundation, this resource is provided and distributed freely under a Creative Commons (CC-BY-NC-SA) license. I would like to thank the original authors, and I provide this resource under the same license.

Engineering Graphics and Design Copyright © by Matthew Ford is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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Engineering Graphics Essentials Fifth Edition

Text and digital learning, description, instructor resources, key features.

• Gives you a basic understanding of engineering graphics
• Includes independent learning material to strengthen your knowledge and retention
• The digital learning material contains video and audio lectures, interactive exercises, and supplemental problem solutions
• Uses a large variety of exercise types to improve learning and class interaction
• This edition features two new chapters

Engineering Graphics Essentials gives students a basic understanding of how to create and read engineering drawings by presenting principles in a logical and easy to understand manner. It covers the main topics of engineering graphics, including tolerancing and fasteners. This textbook also includes independent learning material containing supplemental content to further reinforce these principles. This textbook makes use of a large variety of exercise types that are designed to give students a superior understanding of engineering graphics and encourages greater interaction during lectures.

The independent learning material allows students to explore the topics in the book on their own and at their own pace. The main content of the independent learning material contains pages that summarize the topics covered in the book. Each page has audio recordings that simulate a lecture environment. Interactive exercises are included and allow students to go through the instructor-led and in-class student exercises found in the book on their own. Also included are videos that walk students through examples and show them exactly how and why each step is performed.

Independent learning material contains

• Summary pages with audio lectures (includes closed captioning)
• Interactive exercises
• Video demonstrations (includes closed captioning)
• Supplemental problem solutions

Each chapter contains these types of exercises:

Instructor led in-class exercises Students complete these exercises in class using information presented by the instructor using the PowerPoint slides provided in the instructor resources.

In-class student exercises These are exercises that students complete in class using the principles presented in the lecture.

Video Exercises These exercises are found in the text and correspond to videos found in the downloads. In the videos the author shows how to complete the exercise as well as other possible solutions and common mistakes to avoid.

Interactive Exercises These exercises are found in the downloads and allow students to test what they've learned and instantly see the results.

End of chapter problems These problems allow students to apply the principles presented in the book. All exercises are on perforated pages that can be handed in as assignments.

Review Questions The review questions are meant to encourage students to recall and consider the content found in the text by having them formulate descriptive answers to these questions.

Crossword Puzzles Each chapter features a short crossword puzzle that emphasizes important terms, phrases, concepts, and symbols found in the text.

Table of Contents

• Introduction to Engineering Graphics
• Orthographic Projection
• Pictorial Drawings
• Dimensioning
• Advanced Drawing Techniques
• Tolerancing
• Threads and Fasteners
• Assembly Drawings Appendix A: Limits and Fits Appendix B: Threads and Fastener Tables Appendix C: References

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ENGR 1110: Engineering Graphics

Module 01: Introduction to Engineering Graphics and Scales

Leendert Craig , East Tennessee State University

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Engineering Graphics

1. Draw the projection of following points on a common reference line keeping distance between there projectors 25 mm apart.

a. point A is 25 mm below H.P & 45 mm infront of VP

b. point B is in HP and 50 mm behind VP

2. A 55 mm long line PQ, has an end P at 15 mm above HP and 25 mm infront of VP the line is inclined at 45⁰ to HP and 30⁰ to VP. draw its projections

3. A circular Plane with an 50 mm diameter has one of the ends of the diameter in HP while other end is in VP. the plane is inclined at 30⁰ to HP and 60⁰ to VP. Draw its projections.

4. A hexagonal Prism having a base with 25 mm edge and 50 mm long axis, has an edge of its base in VP such that the axis is inclined at 30⁰ to VP and parallel to HP. Draw its projections.

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Cite this work

• Mechanical Engineering
• NOC:Engineering Graphics and Design (Video) 
• Co-ordinated by : IIT Delhi
• Available from : 2021-05-07
• Intro Video
• W2 L1 Types of projections
• W2 L2 Multiview projections
• W2 L3 1st and 3rd angle projections
• W2 L4 Sketching
• W2 L5 Visualization
• W3 L1 Drawing sheet
• W3 L2 Lines
• W3 L3 Dimensioning
• W3 L4 Projection of a point line and plane
• W3 L5 Projection of simple objects
• W3 L6 Example Projection of a solid
• W3 L7 Example Projection of an object
• W4 L1 Types of Solids
• W4 L2 Polygons Construction and Projections
• W4 L3 Rotation of Solids
• W4 L4 Example Rotation of Solids
• W5 L1 Section views
• W5 L2 Sectioning practices
• W5 L3 Auxiliary views
• W5 L4 Example Section View
• W5 L5 Example Auxiliary View
• W6 L1 Pictorial Drawings
• W6 L2 Construction of Isometric Drawings
• W6 L3 Example Isometric drawings
• W7 L1 Working Drawing
• W7 L2 Example Sectional View of Assembly
• W8 L1 Computer Aided Design
• W8 L2 Autodesk Inventor Environment
• W8 L3 Sketching for Solid Modelling
• W8 L4 Example 1 Extrude Hole Fillet Chamfer
• W8 L5 Example 2 Rib Mirror
• W8 L6 Example 3
• W9 L1 Revolve Loft Pattern
• W9 L2 Example 4
• W9 L3 Example 5
• W10 L1 Spline Sweep Shell
• W10 L2 Example 6
• W10 L3 Example 7
• W10 L4 Drawing from Solid Model
• W11 L1 Assembly with constraints
• W11 L2 Example 8
• W11 L3 Example 9
• W12 L1 Example 10
• W12 L2 Example 11
• W12 L3 Civil and architectural drawings
• Watch on YouTube
• Assignments
• Download Videos
• Transcripts

Video Transcript:

• Handouts (3)

Engineering Graphics PDF First Year Notes and Study Material Free Download

Engineering Graphics Pdf First Year Notes: Here, you will find some notes for Engineering Graphics for the first year. Every milestone in life is extremely important, and starting the first year of college is also the same. Adding to this life milestone, it can be confusing and frustrating when we do not exactly know how to go about studying or preparing for exams in college.

You do not need to worry, however, because we have provided you with notes in Engineering Graphics PDF First Year. These notes are entirely free and fully downloadable with no extra conditions. Students can refer to the Big Data Lecture Notes For CSE as per the latest and updated syllabus from this article.

The importance of having PDF notes is manifold, as when you have notes that have already been formulated for you, the only thing left for you as a student to focus on is studying the notes. So, be sure to make full use of all the materials we have provided for you, as it will pay off during your exams.

Introduction to Engineering Graphics PDF First Year Notes

Engineering graphics reference books.

• Engineering Graphics Curriculum

List of Engineering Graphics Important Questions

• FAQs about Engineering Graphics

Engineering Graphics is an incredibly important study in the field of technology and engineering. Engineering Graphics is the branch of engineering which deals with how to draw technical objects before they can be built or engineered.

Some would say that Engineering Graphics is like the architecture of the construction industry. By this, we mean how construction workers construct the building, but it is designed by the architect. Similarly, machines and technological objects are built by engineers, and the design is laid out by the Engineering Graphic designers.

Here are some of the important Engineering Graphics PDF First Year notes to help you best prepare for your exams when the time comes:

• Engineering Graphics Notes
• Engineering Graphics Lecture Notes
• Engineering Graphics Notes 1st Year
• Books Engineering Graphics Notes 1st Year PDF
• Engineering Graphics 1st Semester
• Engineering Graphics Handwritten Notes 1st Sem

BE Bachelor of Engineering Graphics PDF First Year Notes – Free Download

Engineering Graphics focuses on studying various components of design elements that extend to the study of engineering. Some of the concepts that the subject Engineering Graphics essentially studies are as follows:

• Accurate freehand sketching
• Plane surfaces
• Plane figures
• Solid figures
• Surface development
• Isometric and perspective projections
• Various other concepts around solids and planes

Recognizing the importance of reference books in the life of a student is vital to so many proportions. With reference books, a student need not scour through an entire textbook, maybe sometimes even missing out on important points, because reference books have all the important points, important questions, important notes, etc. all in the midst of a few hundred pages.

The following is a list of some of the important Engineering Graphics reference books for the use of the student:

• Manual of Engineering Drawing: Technical Product Specification and Documentation to British and International Standards by Colin Simmons, Dennis Maguire, and Neil Phelps
• Engineering Drawing and Design by David Madsen
• Engineering Drawing by V.R. Gupta
• A Textbook of Engineering Drawing by Ramakant Rama and Roop Lal
• Basic Engineering Drawing by R.S. Rhodes and L.B Cook
• Engineering Graphics by T. Jeyapoovan and S. Gowri
• Fundamentals of Geometric Dimensioning and Tolerancing by Alex Krulikowski
• Engineering Drawing Text Book by N.D. Bhatt and V.M. Panchal
• Technical Drawing with Engineering Graphics by Frederick Giesecke and Ivan Hill
• Machine Drawing by N. Sidheshwar and P. Kannaiah
• Engineering Drawing and Graphics by K. Venugopal
• Engineering Graphics by B. Bhattacharyya
• A Textbook of Machine Design by J.K. Gupta and R.S. Khurmi

First-Year Engineering Graphics Curriculum

The First-Year Engineering Graphics curriculum consists of most of the basics for continuation of the course in Engineering Graphics. It is aimed at providing students with a strong base to continue the next few years of their studies in Engineering Graphics.

The following is Engineering Graphics curriculum for the first year. Please note that the pre-first unit for First-Year Engineering Graphics, which is Concepts and Conventions, is only there for the understanding of the student. It will not be tested for in the examination, but is only part of the curriculum to broaden the base of the engineering design student.

With Engineering Graphics reference books and Engineering Graphics curriculum aside, let us now move on to another component which is incredibly important in the life of a student: list of Engineering Graphics important questions.

In the preparation of exams, important questions play a crucial role in helping students understand what kind of questions will be in the question paper. Knowing this kind of information allows a student to prepare for the exam in the appropriate manner to answer those questions.

The following is a list of Engineering Graphics important questions that will be useful while studying. There are some important questions from each unit, and the other questions are also based on these.

Unit I: Plane Curves & Freehand Sketching

• Construct a cycloid for one and a half revolutions when the radius of the generating circle is 75mm.
• Draw the front, top and side view of the given image with the given dimensions.
• Construct a hyperbola when distance between focus and directrix is 45mm and eccentricity is 5/4. Construct the tangent and normal at any point of the curve too.

Unit II: Projection of Points, Lines & Plane Surfaces

• A line AB which is 65mm long has its ending A 10mm above HP and 25mm ahead of VP. With an inclination of 65° to HP and 25° to VP, draw its projections.
• A room is of dimensions 4.8m × 4.2m × 3.6m high. Graphically determine the distance between a top corner and the bottom corner which would be diagonally opposite to it.
• A is 35mm above HP and 45mm in front of VP.
• B is 40mm above HP and in VP.
• C is in HP and 45mm in front of VP.
• D is in both HP and VP.

Unit III: Projection of Solids

• Draw the projection of a cube of 40mm edge resting on HP on one of its corners with a solid diagonal vertical.
• A pentagonal pyramid has a 30mm base, axis 70mm and resting one base corner in HP with slant edge having a resting corner vertical HP and parallel to VP. Draw the projections.
• A hexagonal pyramid of side 30mm and axis 70mm lies with a triangular face on HP and axis parallel to VP. Draw the projections.

Unit IV: Projection of Sectioned Solids and Development of Surfaces

• A cone of base 50mm and height 70 mm rests on base. A cutting plane inclined at 50° to HP and meeting the axis 25 mm from the base. Draw the development of the lateral surface of cut cone.
• A hexagonal prism of base 30mm side and axis 60mm long is resting on a base on HP with an edge parallel to Vp. It is cut by a plane perpendicular to VP, includes 35° to HP.
• Draw the sectional top and front view, and also the development of complete surface.

Unit V: Isometric and Perspective Projections

• A sphere of radius 18mm is placed centrally over a hexagonal slab of side 20mm and thickness 25mm. Draw the isometric view of the combined solid.
• The frustum of a pentagonal pyramid with base side 30mm and top surface 15mm has height 40mm. Draw its isometric view.

FAQ’s about Engineering Graphics

Question 1. What is the significance of Engineering Graphics as a subject?

Answer: Engineering Graphics is an important subject because it is what decides what a machine is going to look like. Engineering Graphic designers are responsible for designing the machine that is to be built and constructed, thus forming the base for technical goods production.

Question 2. Which are the best Engineering Graphics reference books?

Answer: There are several Engineering Graphics reference books listed above. The best Engineering Graphics reference books are Engineering Drawing Text Book by N.D. Bhatt and Engineering Drawing and Graphics by K. Venugopal.

Question 3. What is the best way to study for my Engineering Graphics First year examination?

Answer: To study for your exam in order to pass with flying colours, students must use Engineering Graphics PDF First Year downloadable notes. These notes are extremely helpful for understanding the various units of the subject. Aside from this, preparing using Engineering Graphics important questions is vital for good preparation.

Question 4. What is the basic Engineering Graphic curriculum?

Answer: There are 5 units in the Engineering Graphics curriculum. They are:

• Plane Curves & Freehand Sketching
• Projection of Points, Lines & Plane Surfaces
• Projection of Solids
• Projection of Sectioned Solids & Development of Surfaces
• Isometric & Perspective Projections

Engineering Graphics is an important subject of study in the field of engineering because it provides the basic structure of mechanical or technical objects or machines. We have provided you with everything you will need to be extremely well-prepared during your exam. This includes Engineering Graphics PDF First Year downloadable notes, list of reference books, the curriculum in detail and also several important questions. Wishing you all the best with your pursuit with Engineering Graphics.

Engineering Graphics and Design

Note: This exam date is subjected to change based on seat availability. You can check final exam date on your hall ticket.

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Course layout, books and references, instructor bio.

Prof. Naresh Varma Datla

Prof. S. R. Kale

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The Ultimate Guide to Product Prioritization + 8 Frameworks

Lisa Dziuba

Updated: May 16, 2024 - 26 min read

One of the most challenging aspects of Product Management is prioritization. If you’ve transitioned to Product from another discipline, you might already think you know how to do it. You choose which task to work on first, which deadline needs to be met above all others, and which order to answer your emails in.

Priorities, right? Wrong!

In product management, prioritization is on a whole other level! The engineers are telling you that Feature A will be really cool and will take you to the next level. But a key stakeholder is gently suggesting that Feature B should be included in V1. Finally, your data analyst is convinced that Feature B is completely unnecessary and that users are crying out for Feature C.

Who decides how to prioritize the features? You do.

Prioritization is absolutely essential for Product Teams and product development. It can feel daunting, but for a successful launch , it has to be done.

Luckily, a whole community of Product experts has come before you. They’ve built great things, including some excellent prioritization frameworks!

Quick summary

Here’s what we’ll cover in this article: 

The benefits and challenges of prioritization

The best prioritization frameworks and when to use them 

How real Product Leaders implement prioritization at Microsoft, Amazon, and HSBC

Common prioritization mistakes

Frequently Asked Questions

Benefits and challenges of prioritization

Before we dive into the different prioritization models, let’s talk about why prioritization is so important and what holds PMs back.

Benefits of effective feature prioritization

Enhanced focus on key objectives: Prioritization allows you to concentrate on tasks that align closely with your product's core goals. For example, when Spotify prioritized personalized playlists, it significantly boosted user engagement, aligning perfectly with its goal of providing a unique user experience.

Resource optimization: You can allocate your team’s time and your company’s resources more efficiently. Focusing on fewer, more impactful projects can lead to greater innovation and success.

Improved decision-making: When you prioritize, you're essentially making strategic decisions about where to focus efforts. This clarity in decision-making can lead to more successful outcomes, avoiding the pitfalls of cognitive biases like recency bias and the sunk cost fallacy .

Strategic focus: Prioritization aligns tasks with the company's broader strategic goals, ensuring that day-to-day activities contribute to long-term objectives.

Consider the example of Apple Inc. under the leadership of Steve Jobs. One of Jobs' first actions when he returned to Apple in 1997 was to slash the number of projects and products the company was working on.

Apple refocused its efforts on just a handful of key projects. This ruthless prioritization allowed Apple to focus on quality rather than quantity, leading to the development of groundbreaking products like the iPod, iPhone, and iPad. 

Stress reduction : From customer interactions to executive presentations, the responsibilities of a PM are vast and varied, often leading to a risk of burnout if not managed adeptly. For more on this, check out this talk by Glenn Wilson, Google Group PM, on Play the Long Game When Everything Is on Fire .

Challenges of prioritization

Managing stakeholder expectations: Different stakeholders may have varying priorities. For instance, your engineering team might prioritize feature development , while marketing may push for more customer-centric enhancements. Striking a balance can be challenging.

Adapting to changing market conditions: The market is dynamic, and priorities can shift unexpectedly. When the pandemic hit, Zoom had to quickly reprioritize to cater to a massive surge in users, emphasizing scalability and security over other planned enhancements.

Dealing with limited information: Even in the PM & PMM world, having a strong data-driven team is more often a dream rather than a current reality. Even when there is data, you can’t know everything. Amazon’s decision to enter the cloud computing market with AWS was initially seen as a risky move, but they prioritized the gamble and it paid off spectacularly.

Limited resources : Smaller businesses and startups don’t have the luxury of calmly building lots of small features, hoping that some of them will improve the product. The less funding a company has, the fewer mistakes (iterations) it can afford to make when building an MVP or figuring out Product-Market Fit.

Bias: If you read The Mom Test book, you probably know that people will lie about their experience with your product to make you feel comfortable. This means that product prioritization can be influenced by biased opinions, having “nice-to-have” features at the top of the list.

Lack of alignment: Different teams can have varying opinions as to what is “important”. When these differences aren’t addressed, product prioritization can become a fight between what brings Product-Led Growth, more leads, higher Net Promoter Score, better User Experience, higher retention, or lower churn. Lack of alignment is not the last issue startups face when prioritizing features.

Prioritization Frameworks

There are a lot of prioritization models for PMs to employ. While it’s great to have so many tools at your disposal, it can also be a bit overwhelming. You might even ask yourself which prioritization framework you should…prioritize. 

In reality, each model is like a different tool in your toolbox. Just like a hammer is better than a wrench at hammering nails, each model is right depending on the type of prioritization task at hand. The first step is to familiarize yourself with the most trusty frameworks out there. So, without further ado, let’s get started.

The MoSCoW method

Known as the MoSCoW Prioritization Technique or MoSCoW Analysis , MoSCoW is a method used to easily categorize what’s important and what’s not. The name is an acronym of four prioritization categories: Must have, Should have, Could have, and Won’t have .

It’s a particularly useful tool for communicating to stakeholders what you’re working on and why.

According to MoSCoW, all the features go into one of four categories:

Must Have These are the features that will make or break the product. Without them, the user will not be able to get value from the product or won’t be able to use it. These are the “painkillers” that form the why behind your product, and often are closely tied to how the product will generate revenue.

Should Have These are important features but are not needed to make the product functional. Think of them as your “second priorities”. They could be enhanced options that address typical use cases. 

Could Have Often seen as nice to have items, not critical but would be welcomed. These are “vitamins”, not painkillers. They might be integrations and extensions that enhance users’ workflow.

Won’t Have Similar to the “money pit” in the impact–effort matrix framework, these are features that are not worth the time or effort they would require to develop.

Pros of using this framework: MoSCoW is ideal when looking for a simplified approach that can involve the less technical members of the company and one that can easily categorize the most important features.

Cons of using this framework: It is difficult to set the right number of must-have features and, as a result, your Product Backlog may end up with too many features that tax the development team.

RICE scoring

Developed by the Intercom team, the RICE scoring system compares Reach, Impact, Confidence , and Effort.

Reach centers the focus on the customers by thinking about how many people will be impacted by a feature or release. You can measure this using the number of people who will benefit from a feature in a certain period of time. For example, “How many customers will use this feature per month?”

Now that you’ve thought about how many people you’ll reach, it’s time to think about how they’ll be affected. Think about the goal you’re trying to reach. It could be to delight customers (measured in positive reviews and referrals) or reduce churn.

Intercom recommends a multiple-choice scale:

3 = massive impact

2 = high impact

1 = medium impact

0.5 = low impact

0.25 = minimal impact

A confidence percentage expresses how secure team members feel about their assessments of reach and impact. The effect this has is that it de-prioritizes features that are too risky.

Generally, anything above 80% is considered a high confidence score, and anything below 50% is unqualified.

Considering effort helps balance cost and benefit. In an ideal world, everything would be high-impact/low-effort, although this is rarely the case. You’ll need information from everyone involved (designers, engineers, etc.) to calculate effort. 

Think about the amount of work one team member can do in a month, which will naturally be different across teams. Estimate how much work it’ll take each team member working on the project. The more time allotted to a project, the higher the reach, impact, and confidence will need to be to make it worth the effort.

Calculating a RICE score

Now you should have four numbers representing each of the 4 categories. To calculate your score, multiply Reach, Impact, and Confidence. Then divide by Effort.

Pros of using this framework:  

Its spreadsheet format and database approach are awesome for data-focused teams. This method also filters out guesswork and the “loudest voice” factor because of the confidence metric. For teams that have a high volume of hypotheses to test, having a spreadsheet format is quick and scalable.

Cons of using this framework: 

The RICE format might be hard to digest if your startup team consists mainly of visual thinkers. When you move fast, it’s essential to use a format that everyone will find comfortable. When there are 30+ possible features for complex products, this becomes a long spreadsheet to digest.

Impact–Effort Matrix 

The Impact-Effort Matrix is similar to the RICE method but better suited to visual thinkers. This 2-D matrix plots the “value” (impact) of a feature for the user vs the complexity of development, otherwise known as the “effort”. 

When using the impact–effort matrix, the Product Owner first adds all features or product hypotheses. Then the team that executes on these product hypotheses votes on where to place the features on the impact and effort dimensions. Each feature ends up in one of 4 quadrants:

Quick wins Low effort and high impact are features or ideas that will bring growth. 

Big bets High effort but high impact. These have the potential to make a big difference but must be well-planned. If your hypothesis fails here, you waste a lot of development time. 

Fill-ins Low value but also low effort. Fill-ins don’t take much time but they still should only be worked on if other more important tasks are complete. These are good tasks to focus on while waiting on blockers to higher priority features to be worked out. 

Money pit Low value and high effort features are detrimental to morale and the bottom line. They should be avoided at all costs.

Pros of using this framework:  It allows quick prioritization and works well when the number of features is small. It can be shared across the whole startup team, as it’s easy to understand at first glance.

Cons of using this framework:  If two product hypotheses are “quick wins”, which should go first? For this reason, it’s not the best framework when there are a lot of features. Also, beware of “fill-ins”, as they can take much more time and resources than expected and create loss of focus.

Professor Noriaki Kano, a Japanese educator and influential figure in quality management, developed the Kano model in the 1980s. Since then, it has been widely used by organizations seeking to prioritize customer satisfaction.

Delighters: The features that customers will perceive as going above and beyond their expectations. These are the things that will differentiate you from your competition.

Performance features: Customers respond well to high investments in performance features.

Basic features: The minimum expected by customers to solve their problems. Without these, the product is of little use to them.

The main idea behind the Kano model is that if you focus on the features that come under these three brackets, the higher your level of customer satisfaction will be.

To find out how customers value certain features, use questionnaires asking how their experience of your product would change with or without them.

As time goes along, you may find that features that used to be delighters move down closer towards ‘Basic Features’ as technology catches up and customers have come to expect them, so it’s important to reassess periodically.

Pros of using this framework: Because the model differentiates between basic needs and features that can delight customers, it prioritizes more customer-focused products and services.

Cons of using this framework: The categorization of features into Kano’s categories can be subjective, leading to inconsistencies. It doesn't directly address other crucial aspects like cost, time-to-market, or feasibility, which can also significantly impact product success.

Feasibility, Desirability, and Viability scorecard

Developed by IDEO in the early 2000s, this scorecard takes three core criteria — feasibility, desirability, and viability. It scores each criterion from 1 - 10 for every feature and takes a total to decide on the priority. 

Feasibility Can we build this feature with the skills and resources available? Is it possible to make this particular product hypothesis fast and without hiring extra people? Do you have an available tech stack/tools/cloud storage to do it?

Desirability Does this solve the pain for the customers? Do they want this feature enough to consider paying for it?

Viability How much will users pay for this feature? What’s the (ROI)? Is there any unit economy behind this feature?

Using this framework, your team creates a spreadsheet with product features and puts a score for each parameter. Another way to use this framework is to evaluate MVP ideas for feasibility, desirability, and viability via a team discussion. 

Ideas that have the most support from the team on those parameters can go right into the design sprint . Use the relevant people to help with the evaluation. For example, developers to look at feasibility or Product Marketing Managers to discuss desirability. This scorecard is pretty straightforward with clear pros and cons:

Pros of using this framework: The flexibility of the FDV scorecard means it can be used for evaluating marketing initiatives, hypotheses for customer success teams, or MVP concepts. It works well for teams that don’t find rigid frameworks helpful or for a workshop, or discussion on the executive level. 

Cons of using this framework: This approach relies a lot on knowledge of what the customer wants and how complex new features are. That is not always data that is readily available. 

Weighted Scoring Prioritization

This method follows a similar pattern to other frameworks on this list but with the significant addition of weighting how much of each category counts towards the final total. 

The process starts by selecting the criteria/categories you’ll be using to rate the features. For example, you might select “user experience”, “sales value”, “strategic impact”, “user adoption” or any of the Acquisition, Activation, Retention, Referral, Revenue (AARRR) metrics.

Next, you need to decide what importance you give to each category, adding a percentage value to each criterion (up to 100%). For example, during the early stages, you might focus on UX features that make an MVP usable. Each feature will have a score in those categories, from 1 (min impact) – 100 (max impact). Then you can now calculate the final score for each feature.

Pros of using this framework: The framework is customizable, which allows you to utilize the framework throughout an organization’s lifetime.

Cons of using this framework: Sometimes the weighting percentages can be hard to decide on. It requires PMMs & PMs to understand how each feature will influence user adoption across the whole product ecosystem. 

Cost of Delay

This framework is unique in that it focuses exclusively on monetary value. The framework is designed to calculate the cost of not producing the feature immediately. It’s relatively straightforward to understand, although the calculation itself does require careful consideration. 

The calculation is as follows:

Estimated revenue per unit of time , for example, how much could be billed over a month-long period if the feature existed.

Estimated time it will take to complete the development of the feature.

Divide the estimated revenue by the estimated time to give you the cost of delay.

Pros of using this framework: This is a highly effective way of prioritizing feature backlogs. It is also useful in helping team members align around the value of features in terms of ROI.

Cons of using this framework: For new companies or brand-new features, the revenue estimate is very much based on a gut feeling as there is no hard data to base the estimates on.

Product Tree

Luke Hohmann introduced the concept of ‘Prune the Product Tree’, in his book Innovation Games: Creating Breakthrough Products Through Collaborative Play . During a Product Tree session, stakeholders use stickers, markers, or digital equivalents to place features, ideas, and enhancements on different parts of the tree according to where they think they belong in terms of product development priorities. 

Roots : Represent the core technologies, systems, and cap

abilities that support and enable the product's basic functions. These are fundamental aspects without which the product cannot function.

Trunk : Symbolizes the product's main functionalities or the current set of features. It is the stable and established part of the product that supports further growth.

Branches : Illustrate different areas of the product that can grow and expand, such as new feature sets, product lines, or major enhancements.

Leaves : Stand for specific features, ideas, or small enhancements that can be added to the product. These are often more visible to the end-users and can directly contribute to user satisfaction and product value.

Which model should I use?

Knowing which prioritization framework to use is tough! The Kano model is useful for making customer-centric decisions and focus on delight, but it can take time to carry out all the questionnaires needed for your insights to be accurate and fair.

Many people like the RICE scoring system as it takes confidence into account in a qualitative way, but there are still a lot of uncertainties.

MoSCoW focuses on what matters to both customers and stakeholders, which is particularly useful for Product Managers who struggle with managing stakeholder expectations. However, there’s nothing stopping you from putting too many items in ‘Must have’ and overextending your resources.

Of course, these aren’t the only prioritization techniques out there, and many talented Product Managers have their own ways of doing things. All you can do is test, test, and test again!

How to prioritize individual tasks: Tips from busy product leaders

Microsoft: applying the eisenhower matrix to a busy inbox.

Microsoft Product Manager Anusha Bahtnagar, uses a prioritization technique called The Eisenhower Matrix to prioritize what comes into her inbox. As a Product Manager working with cross-continental teams, it’s common to wake up to a full inbox.

The Eisenhower Matrix effectively sorts your tasks/emails into four categories, and presents a solution.

Important and Urgent: Top priority tasks that require your urgent attention (eg, crisis management tasks.)

Urgent and Not Important: Time-sensitive tasks that could be handled by someone else. Delegate these tasks.

Important and Not Urgent: Tasks that you definitely need to do, but they can wait. Schedule these for the future.

Not Important and Not Urgent: Declutter and eliminate tasks.

Amazon and Google: Making customer-focused prioritization decisions

A common theme across many companies is that the customer comes first. The same goes for prioritization.

Asal Elleuch, a Senior Product Manager for Amazon Prime, calls prioritization “a never-ending and iterative process.”

Focusing on the customer gives you an incredibly useful yardstick for prioritization. After all, your company’s values should already be customer focused. And most of your stakeholders should also be aligned on The Why. 

The Product vision should also be heavily influenced by customer needs.

Being customer-focused in your prioritization will help keep your decisions aligned with everything else. Like one big customer-centric puzzle!

Google product teams achieve this by using North Star Metrics . Your North Star Metric can be any metric or action that provides the most value to the customer. For instance, Spotify’s North Star Metric might be clicking ‘play’ on a song. Google Search’s North Star Metric might be clicking on a search result.

You can then base your prioritization decisions around that metric. Whichever updates/features/bug fixes will have a greater impact on that metric has priority.

HSBC: The art of making impossible product decisions

To help make decisions, with so many outside influences and an interlocking web of things to consider, Product Leader Mariano Capezzani came up with his own prioritization system.

Broken down into 4 steps, it gives you a solid footing for making quality prioritization decisions.

Know the context . Understand things like how this task/feature fits with the KPIs of the company, the market trends, and related upcoming regulations.

Understand the need. Learn to differentiate between what customers are asking for and what they really need.

Consider the execution. Are you aware of the intricate network of dependencies and their interlock that are needed to deliver something?

Arrange the sequence. Apply a quick acid test to ensure it fits your criteria (contributes to company goals, benefits a market, etc.)

Common Product Prioritization Mistakes

Mistake 1: no agreed-upon scoring guide.

What does an impact score of “5” mean? A 1% growth or 10%? In conversion rate or MRR? Do other teammates think the same?

Without an agreed-upon scoring guide, you can’t make an apples-to-apples comparison between initiatives. This makes prioritization pointless. To make matters worse, it increases the likelihood of conflicts between team members, as you are essentially disguising opinions as objective decisions. 

How to fix it

Develop a shared scoring guide for your prioritization criteria. Define what each level entails with a concrete description and examples. Here’s an example guide for determining the confidence level:

A scoring guide can be created for any prioritization method, as long as it is:

Specific to your product and team context

Objective and clear

It’s important to point out that even with a guideline, there will still be disagreements — and that’s okay. Team members should be comfortable explaining their decisions and giving feedback to others. These discussions will help your team uncover blind spots and build alignment.

Mistake 2: Mixing discovery and delivery

Software development isn’t the only thing that takes time when building a product. So do problem analysis and solution design, commonly referred to together as product discovery .

However, discovery tasks usually get either:

Lumped in with development work → Creates messy dependency issues.

Left out of the prioritization process → Introduces a selection bias from the start.

Divide your product development into discovery and delivery, and prioritize the two backlogs separately. This is called Dual Track Development . 

Do note that having separate tracks doesn’t mean you should have separate teams. For any given project, the same team should carry out both discovery and delivery work to maximize quality and velocity. 

Mistake 3: Recency bias

Your team will always add items to the backlog faster than it will clear them. Over time, you will build up a long backlog with items from the previous century (year). Because it’s human nature to favor shiny new ideas (a.k.a. recency bias), old items tend to get forgotten for no good reason. 

As new evidence emerges, situations change, and your team’s estimation skills improve, you must constantly review old items to correctly prioritize the backlog.

Track the “freshness” of each item. When something has not been updated for longer than X period of time, groom it again using the latest information. If it’s no longer relevant, it’s time to remove it permanently.

Mistake 4: Not considering constraints 

Product development is inherently messy. Besides the core value-vs-cost consideration, there are also dependencies, deadlines, skill fit, strategic fit, and other constraints that influence your prioritization decisions.

No matter how ruthless you are with prioritization, you can’t simply dismiss these constraints. However, you also shouldn’t let them override your core prioritization criteria every single time. 

Teams that lack a good system to deal with these external factors often end up losing confidence in their prioritization processes altogether. 

Define a set of rules to work with these constraints, and make them part of your prioritization system.

Here are a few examples:

Time-sensitive projects → Set aside a fixed amount of resources each month to fast-track projects with non-negotiable deadlines (e.g., scheduled launch events, seasonable campaigns). Everything else will follow the regular process, even if it means not getting done at all.

Dependencies → A project blocked by other tasks will resume its position in the backlog as soon as the blocker is removed. However, it shouldn’t interrupt projects that have already started.

Strategic alignment → Assign more weight to projects that align with the company’s strategic priorities. This can be done with the Weighted Scoring method.

When you have consistent guidelines, people will trust the system, knowing that every decision is made objectively. 

Mistake 5: Over-complicating the process

Perfect prioritization does not exist. The information you use for prioritization is simply a set of estimations and estimations are always wrong . There is no need to treat your prioritization process like you’re planning a rocket launch. 

Prioritization is an exercise that helps you maximize your execution value. If you constantly direct more resources toward prioritization than execution, you are doing it wrong. 

Sometimes product teams spend months debating the relative value between small features when they could have shipped them all in the time lost.

Timebox your prioritization discussion. If your team gets stuck comparing initiatives, introduce a tie-breaker rule. For example, items that entered the backlog first go first. 

The point is, trivial differences will not matter in the long run, and if you never decide what goes first you’ll never get started.

Mistake 6: Not iterating the prioritization system 

No one gets prioritization right the first time. Even if you are satisfied with your current system, there will always be room for improvement if you look hard enough. Additionally, just because something works today doesn’t mean it’ll continue to work as the company scales. It’s dangerous to think you can create a prioritization system that requires minimal iterations. 

Treat your prioritization system (and other internal processes) like your product. Monitor how it’s working and iterate continuously. Because the “users” in this case are your team members, there should be an open channel for everyone to give feedback.

Generally speaking, frequent and small iterations are better than drastic revamps. However, be aware that:

It takes time for a new process to show its effects.

A new process can hurt productivity in the short term.

Not every problem has an easy solution.

To avoid interrupting team momentum with ad-hoc fixes, I recommend doing a quarterly or bi-yearly process review to go over all the feedback and discuss solutions as a team.

Bonus: Management interference

Having to rearrange your backlog due to management input, usually without a convincing reason, is one of the most frustrating yet common things that can happen to a product team. This is often due to a disconnect between company strategy and product strategy.

Such a discrepancy exists for a combination of reasons:

Management mistakes tactics for strategies. It dictates solutions instead of creating a direction for potential solutions.

Management doesn’t explain the “why” behind a strategy.

There is no clear process for teams to share learnings and evidence (both horizontally and vertically).

There is no agility in the company strategy, even when it no longer makes sense.

If you are a product leader (CPO, director, team lead, etc.), you have a critical responsibility here to bridge the gap between individual teams and senior management. Make sure to communicate information bi-directionally and fix misalignment proactively. A good way to start is by examining:

How are we sharing insights other teams should know?

Does every team have the same access to key information (ICP, positioning, data dashboard, etc.)?

What information does my team want to know but is out of their reach?

What is the best framework for prioritizing product features?

There is no ‘best framework’. There is only the best framework for a given prioritization task. Now that you’re familiar with the frameworks that product experts use day-to-day, look back at your OKRs and decide which model will turn your backlog into the right product at this moment in time. 

Who prioritizes the backlog?

The Product Manager is typically responsible for finalizing the prioritization, balancing stakeholder interests, user value, and feasibility.

Developers provide input on feasibility and effort estimates to help the PM. Stakeholders help PMs and developers understand business value and promote strategic alignment.

What is the best prioritization tool? 

There are tons of great prioritization tools out there, like our free template pack , which includes templates for 5 prioritization models. 

Whatever tool you use, the most important thing is to align around the model you’ll use and make sure everyone is using the same model in pursuit of the same OKRs, and make sure to clarify priorities within the timeline of your product roadmap so everyone is aligned.

What are the steps involved in using a prioritization framework?

Follow these general steps whenever using a prioritization model: 

Identify the moment: Identify the tasks in the backlog, strategy, and current OKRs.

Decide on a framework that will help you reach your team’s goals and apply it to the tasks in the backlog.

Try other frameworks and see if the same features came in first place.

How often should you review your prioritization framework?

Your team should review its priorities regularly. The cadence of that review depends on your team’s needs. How often is not important as long as it’s consistent. Always re-evaluate your prioritization framework if business objectives change. 

Can you use multiple prioritization frameworks?

Yes! In fact, some frameworks pair together as well as a nice chablis and fresh oysters:

Pair subjective and quantitative frameworks for contrast. For example: Cost of Delay + Kano model will balance revenue and customer delight.

Pair bird’s eye views with detailed analysis. Some frameworks are based on a general sense of the market and user trends while others on careful research. Cover your bases by using both. For example: Weighted Scoring + MoSCoW.

Prioritization in product management is less about ticking off tasks and more about leading your product in the right direction. It is a crucial part of framing the priorities within your product roadmap. It is a continuous process of assessment, reassessment, and realignment with your product goals and market needs. 

Product Roadmapping Micro-Certification (PRC)™️

Product School has partnered with Productboard to create a micro-certification on how to build and maintain effective Roadmaps. Enroll for free to learn how to communicate the product vision and strategy to your stakeholders and customers.

Updated: May 16, 2024

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