In a week that seemed to bring every form of product choice a PM can encounter, I decided to exhibit strong product leadership on every front.

The Product Decision: Use each and every opportunity to demonstrate solid product governance.

In recognizing that the Product team would not have the capacity to launch any new projects in the weeks ahead, I reassessed all the in-flight work to identify lower priority items that could be put on the back burner.

The Product Decision: Find good stopping points for some of the projects in motion to clear the path for new initiatives.

As we head into the end-of-year home stretch and the inevitably slower holiday period, I decided to make some roadmap adjustments to ensure we would finish the year strong.

The Product Decision: Line up a collection of smaller stories, projects, and research to advance roadmap initiatives and to keep the teams productive.

In recognizing that my internal team members did not have the time and/or expertise to help with a few of our upcoming and impactful product initiatives, I decided to reach outside the company and use trusted resources to temporarily expand my team.

The Product Decision: Recruit available experts from the company's extended circle of trusted colleagues to help tackle a few pressing product engagements.

After getting our major roadmap items underway and finding our rhythm with smaller bugs and enhancement requests, I decided it was time to launch a series of background research tasks.

The Product Decision: Recruit uniquely qualified resources to kick off independent, well-scoped initiatives with a high potential to excite both customers and stakeholders.

As we approached the half-year mark, I recognized that I needed to regroup with my internal stakeholders to make adjustments around what we would be delivering for the second half of the year.

The Product Decision: Organize and facilitate a product strategy summit with all the department leaders to revisit and rebalance priorities.

In recognizing that an important but poorly scoped product initiative was slipping further behind, I decided to push it farther back on the roadmap.

The Product Decision: Drop the feature from the next major product release and reinvest in some proper scoping.

In what many Product Managers might consider an average week, I made three classic product decisions that would make Marty Cagan smile.

The Three Product Decisions: Determine what was most valuable for our customers, what was most usable by our end users, and what was most feasible according to our Engineering team.

In recognizing that many of our company's developers had been committed to important engineering tasks unrelated to advancing product features, I decided to clearly illustrate our true capacity for product innovation.

The Product Decision: Clarify to stakeholders our true capacity for product innovation.

In accepting a PM position with an organization that had no central place to capture and prioritize product-related requests generated from each department, I decided to pull together the lists from all the stakeholders into a common forum.

The Product Decision: Use Trello to pull together the wish lists from all the stakeholders into a common forum.