The product requirements document (PRD) is a central document used to align all stakeholders (product management, engineering, QA, designers, and leadership) on how we will solve a specific problem with the proposed solution.

When creating the PRD, provide just as much information as needed and nothing more. If the document is too long and complex, it will quickly become outdated, and readers will lose interest.

Describe the problem we are solving, the high-level approach, and goals so that before we get too far into the details, readers will have a good understand of where we are headed.

What problem are we trying to solve?

Start writing here:

Briefly describe the approach you’re taking to solve this problem. Provide enough information for the reader to imagine possible solution directions and get a rough sense of the scope of this proposal.

What does success look like? What metrics do we measure today that we can affect? What metrics should we absolutely add? Why it is important to affect those metrics?

The section focusses on the details of the solution including what is in scope, what is out of scope and additional information to help in the product and engineering collaboration process.

Describe the product features that will bring value to customers and fulfill underserved need(s).

List the known features that are out of scope for this project or might be revisited at a later time.

As is case with the assumptions, it is important to list these out so that architects and engineers can plan accordingly for these later updates.

If we have them, link to:

• user journeys, process flow, or other diagrams related to the requirements.

• mockups, prototypes, or screenshots related to the requirements.

If this project is a component to other areas or an update to an existing product, specifically call out where this product will interact with other areas.

List any open questions that come to mind throughout the lifecycle of this initiative.

The intent of this section is mostly focused on getting the solution “out the door” and who else is affected outside the product and engineering teams.

If applicable, identifies potential technical risks and propose mitigation strategies.

Identify any relevant milestones that people should know about. Will we “eat it” ourselves first? Will this require a beta? and what is the target launch date?

This section is a reminder to the product team to make sure all relevant stakeholders are involved as necessary.

List and link to any other reference sites, documents … that might be important to the reader including the business model canvas (BMC).