The step that decides whether everything downstream is worth doing: stating the problem precisely enough that a solution can be judged.
10 articles
Listed inOpportunity Solution TreesFraming the Problemon
Teresa Torres on connecting a desired outcome to opportunities to experiments, and why the tree shape matters.
Listed inScoping a ProblemFraming the Problemon
Basecamp on fixed time and variable scope: shaping, appetite, and betting instead of estimating a backlog.
Listed inHow Might We QuestionsFraming the Problemon
Reframing a problem as an opening for ideas, pitched neither too broad nor already answered.
Listed inHypothesis FramingFraming the Problemon
Writing a change as a falsifiable prediction, with the measurement decided before the work starts.
Listed inJobs to be DoneFraming the Problemon
What the user hired the product to do, and why that framing survives changes in demographics.
Listed inOpportunity Solution TreesFraming the Problemon
Teresa Torres' structure for connecting an outcome to opportunities to the experiments under each.
Listed inProblem StatementsFraming the Problemon
A sentence naming who, what, and why now — with no solution smuggled into it.
Listed inBusiness & User NeedsFraming the Problemon
Finding the overlap honestly, and what to do when there genuinely is not one.
Listed inProduct SenseFraming the Problemon
The judgement about what to build next — how it is actually developed, and how it gets interviewed for.
Listed inScoping a ProblemFraming the Problemon
Drawing the boundary: what is in this round, what is deliberately deferred, and what is out entirely.