In the context of product ownership analysis, product decisions are made with uncertainty on how the product will be received by customers. Three types of critical product decisions can be characterized, with decisions relating to the:

• Product strategy,
• Selected product features, and
• Timing of product features.

Product Strategy: This type of decision pertains to the overall customer needs, target market, and business goals:

• What are the customer needs that can be pursued?
• What is the target market?
• What are the overarching goals?
• What are the Key Result Areas (KRAs) and Key Performance Indicators (KPIs) for the product?

Practitioners need to employ strategy analysis tools to arrive at decisions and alternatives.

Product Features: This type of decision relates to the actual features of the product, which are the synthesis of different ideas, feature requests, and business considerations that cohesively address identified customer needs. Practitioners can use solution assessment and validation approaches to determine the benefits of each feature.

Feature Priority and Timing: This type of decision requires practitioners to decide on the order in which the features will be released to customers so that the product can generate maximum value or impact. Practitioners can use several of the prioritization techniques, as well as the value matrix, to make informed decisions.

A decision framework may be necessary, depending on the complexity and organizational processes, and may require standardization of repeatable product decisions. For example,

• Product definition concepts (Definition of Ready, Done, Delivery) can be standardized.
• Decision modelling involves creating a framework with a blueprint on how product decisions must be made, with the aid of:
• Process flows,
• Checklists,
• Decision authority matrix, or
• QA stage gates (so that a common understanding of the decision process can be built for a product).

POA Domain	Decision Modelling and Analysis
Applying Foundational Concepts	POA Practitioners make strategic decisions to ensure alignment of The product strategy to the business strategy, and The product team structure and the enterprise capability, to deliver a product.
Cultivate Customer Intimacy	Customer research can be used to make inclusions or to order features, with respect to customers': Preferences, Motivations for using the product, and Value derived from the product. POA Practitioners need to obtain relevant data and insights before making any decision.
Engage the Whole Team	POA Practitioners may be responsible for managing the product strategy, roadmap, and the product backlog. External and internal stakeholders participate, as well as being impacted by the decisions. Stakeholder engagement should be embedded into the decision-making process.
Make an Impact	Decisions are relevant within a specific time frame. For example, a product decision to forgo revenue to attract more users is only relevant until the product attains a critical mass of users. Each feature decision, and especially the sequence in which features are developed and released require the team to evaluate the impact it can generate.
Deliver Often	Decision analysis and modelling must be conducted for each critical product decision. For repeatable decisions, an agreed upon decision framework may be established
Learn Fast	Some decisions can be made based on product metrics, simulations, or A/B tests, and so on. The team must evaluate the best way to learn more about decision options and the tools needed to validate such decisions.
Obsess About Value	Every decision must be associated with a goal that ultimately aligns with the product vision. The business and customer objectives must be addressed through every decision the team makes.