![]() The development team often knows better than the PM how long time it would take to build certain functionality. The first issue with thinking about “requirements” handed over from the PM to the team, is that it gives the team both less opportunity and less inclination to give input. In Waterfall development, the role of the PM is to a large extent that of a requirements gatherer, who hands down a list of requirements to the development team and is less involved in the process after that. ![]() Requirements, handed down from aboveĪnother aspect of the PRD that is problematic and has remnants of the Waterfall methodology, is what is implied by the word “Requirements”. There is a risk that a product-level document will pull the PM from Agile towards the Waterfall, so to speak. Not only that, but having a document with such a large scope, will also make it harder for the PM to work with smaller, clearly separated, and thus more manageable increments. Such documents are hard to manage, and risk making the life of the PM unnecessarily messy and confusing. Having all the features with all their user stories laid out with details in a single document, one after another, risks creating a very long and complicated document. A feature, sometimes referred to as an “epic”, is commonly expressed as several user stories. This runs counter to how many PMs work nowadays, as the team is usually only working with a single feature at a time, not across the whole product. The format of the content - “.the requirements…”Īs originally defined, the scope of a PRD is a product, meaning all of the features of that product.containing all the requirements to a certain product…” Specifically, there are two aspects that can be problematic for teams that try to be Agile: It turns out that the concept of the PRD predates the Agile Manifesto, and so has had plenty of time to spread. If we look closely at what it says, we can see clear remnants of the origin of the PRD, namely the Waterfall methodology. “A product requirements document (PRD) is a document containing all the requirements to a certain product.” But is it common because it represents the best way of working, or is there another reason? Let’s look at how Wikipedia defines PRD: So, it makes sense to write some kind of document, and the PRD is the most common kind. In the land of Waterfall, the PRD is king It simplifies creating clarity around the development process, capturing input from stakeholders, and ensuring all relevant details are covered. It helps to collect and explain everything the development team needs to know in one place. Having a document that captures these details makes a lot of sense in most cases. Product hunt prd how to#It focuses on things like why you’re building the product, what problem it solves and how to measure success (often through KPIs). Essentially, a PRD defines the product you are going to build, its purpose, features, and functionality. ![]() They are widely spread and commonly used by PMs, and there are good reasons for that. If you are not entirely new as a Product Manager, the concept of PRDs will be familiar to you. Let’s have a closer look at what made PRDs so common, and how PMs are gradually adapting the concept to fit an Agile world. ![]() At Delibr, we have interviewed over 300 PMs about how they work with detailing out new features, and so are starting to get a grasp of the zeitgeist of the PM community. Maybe you then also experienced that the PRD is a bit of an awkward fit, even though you felt the need for some kind of document. You have probably also iterated with different ways of working to be more Agile. As a Product Manager, you have most likely come across the term “Product Requirements Document” (PRD). ![]()
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