![]() It focuses on how satisfied customers will be, due to the work you are aiming to implement vs. Pronounced “Kah-no”, this prioritization framework is named after Japanese researcher Noriaki Kano based on his paper, “Life Cycle and Creation of Attractive Quality”. Here’s a RICE prioritization template you can use to calculate your RICE score. Score of 2 = to complete this work it would take one person an estimated 2 months to complete. ![]() Scoring → Measured in “person months” (how much work can a single team member do in a month based on a typical schedule) i.e. how many unknowns or blind spots are there? How much evidence do we have to base these numbers on?)Įffort: How much work, lift, or energy will it take to bring the proposed feature to life? How much time will it take, approximately? How complex is it? Impact: An assessment of how much individual users will be affected by the proposed feature.Ĭonfidence: An assessment of how confident you are re: the Reach and Impact scores (i.e. Scoring → # of people or events/time (i.e. Reach: An assessment of the number of people this feature will impact over a given time period (Read: A lot vs. Rice was developed by Intercom and stands for: how many customers are impacted by it, how it impacts your position in the market, how it aligns with your product vision, etc.) RICE Then, you can size each opportunity starting with the first level of opportunities in your tree based on your unique context (i.e. Once you’ve got a list of opportunities, you can group and frame these by mapping them to an opportunity-solution tree to help you visualize your best path to your desired outcome,Įxcerpted from Teresa Torres’ They are specific things you can act on to improve your customer’s life. Opportunities could look like customer needs, pain points, desires, and wants. To put opportunity prioritization into practice, you can start by doing customer interviews and gathering a list of opportunity areas, based on what you learn from your conversations. Rather than focusing on delivery output, the focus is on delivery outcomes for your customers and your business. ![]() Popularized by Teresa Torres and her work in product discovery and opportunity prioritization is based on not prioritizing solutions or “features” but prioritizing opportunities for your team to focus on. Here’s a template you can use for value vs. Teams can use a low-medium-high value scale, a red-yellow-green light system, or scoring (i.e. Then, each feature is assigned a cost - how much effort or lift it will take to accomplish. addresses a massive amount of technical debt that the engineering team has been putting bandaids on and is taking their time away from more meaningful work). revenue), customer value (solves a major problem for customers that’s a huge friction point right now), or internal company value (i.e. Teams assign each feature a value - it could be business value (i.e.
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