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Prepare a scope workshop with proposed Must, Should, Could and Won’t categories, explicit tradeoffs and questions for disputed requirements.
**The decision** Whether to spend the next quarter rewriting the billing service, or ship the three customer-facing features already committed for the same quarter — given that the team cannot credibly do both and the rewrite has no external deadline. **The three criteria that matter** 1. Reversibility — which choice is cheaper to undo in six months if it turns out wrong 2. Compounding cost — whether delay makes the work meaningfully harder or only later 3. Credibility with the people who wer
Cuts a stuck decision down to four things: what you're actually deciding, the three criteria that matter, the option those criteria pick, and one sentence of reasoning.
**Time Audit** | Bucket | Now | Target | Gap | | --- | --- | --- | --- | | Meetings | 22 hrs | 14 hrs | -8 | | Slack + email | 12 hrs | 6 hrs | -6 | | Focused writing | 9 hrs | 16 hrs | +7 | | Unaccounted | 5 hrs | 2 hrs | -3 | Main drains: no meeting has a decline default, so every invite lands; messaging is checked continuously rather than in batches; the five unaccounted hours are almost certainly context-switching residue between back-to-back calls. **Priority Matrix** - Urgent + importa
Audits where your week actually goes, then returns a time-blocked daily schedule that matches your hardest work to your peak energy, plus communication boundaries and a four-week rollout.