A product manager solves user problems. It’s our job to understand users and deliver solutions to their problems. During this process of discovering, conceptualizing, and delivering, we always stumble onto one key question – what do we ship first?

Let me try and build an analogy around that. Let’s say you have 5 favorite movies of all times. You can watch these movies one last time before they’re purged from existence. What order would you pick to watch them in? Easy. You have a preference, but it really doesn’t matter.

Now let me make it more challenging, what order will you watch them in if the ‘time to purge’ is between 1 hour to 24 hours. This means that you might be watching something and 3 hours in, all the 5 are purged. What now?

Product managers face similar challenges when it comes to prioritizing what to build & deliver first. There are several models that can be found on the internet, but I’d like to talk about one that I use the most – the BUC framework.

BUC tries to quantify the ‘net benefit’ of every solution, potentially making ranking easy. It does this by splitting the ‘net benefit’ calculation into 3 distinct components – business value generated (B), user value generated (U), and cost incurred (C).

Now, since I started this article by stating what I believe the core function of a product manager is, I’d like to focus on the U component i.e. user value generated. I’ll likely focus on the other two in some articles in the future.

User value is one of the trickiest components to quantify. It involves deeply understanding what the user wants and why. In the B2B SaaS space (one which I thrive in), this value is typically generated by solving a business problem that the user may have.

Say for example, the user wants to get faster at his or her work i.e. improve productivity. There are several problems that a user might face under this macro objective. But having an outcome driven approach makes the whole quantifying process more intuitive because we can start categorizing problems.

Let me dive in deeper. All user problems within this frame of reference – get things done faster, can be categorized. We can build a chart as follows based on research.

We’re now in a better position to decide what we should focus on first. It goes without saying that the most severe user problems that occur most frequently should be in our crosshairs. We could have more variables besides severity and frequency, but incremental variables may not necessarily improve our prioritization efficacy. After all, these classifications are also our best guess estimates.

In some cases, an additional variable or layer might add significant value. Geography for example may be of importance because the severity and frequency of the problem may vary depending on the geography of the user. Whatever be the case, problem categorization helps us rank user problems, becoming a guide that helps us assign a more robust ‘net benefit’ value to the U component of the BUC framework.

In conclusion, what if we could ‘front load’ a solution’s user value generated component closer to what users experience first – the problem? It just seems like a more intuitive and user centric way of building a roadmap.