![]() As you keep at this, your estimation of expected business impact will improve. This is because you should multiply the impact a project could deliver by the percentage chance you feel that value will be realized. You’ll note that the vertical axis is EXPECTED Business Impact. The template is formatted as an action priority. Once you have these defined, go ahead and create a 2-x-2 matrix as below (or 3-x-3 if you have want to be fancy). Use this incident priority matrix template to organize, rank, and respond to your IT service ticket requests. You can design the Prioritization Matrix by hand on the paper, but we offer you the most easier way - to use the ConceptDraw PRO diagramming and vector. Will you measure in sprints? Hours? What is high? A quarter? A week? Similarly, you should have a firm idea of what the scale for Ease is. Select the Template Layer (any one of the hosted feature layers created from the prioritization grid for the project) using the Set button and choose the feature layer in the Set data source dialog (Figure 6). I encourage you to have defined numerical scales. Choose the Prioritization Method, Coins (Figure 6) or High/Medium/Low (Figure 7), before selecting a feature layer. Because you will only be working on projects that move these KPIs (right?), you have to know what success looks like. The model is pretty straight-forward, but it requires some groundwork.įirstly, you have to have define what High and Low Business Impact is for your KPIs. What I propose here, admittedly, is a mix of the two models above but also layers in the concepts of always delivering value and minimizing risk. The Product Growth Prioritization Framework If you always focus on High Risk Swings, you may waste your time. If you focus on Fillers - you may never grow significantly. But prioritizing between the High Risk Swings and Fillers is tougher. Assuming all the projects on the grid align with company goals (you’d be surprised), everyone and their mother knows you should do the No Brainer projects - the ones that are easy to do and bring in a lot of return. One way they do this is by using an Effort-Impact matrix like the one below from Mike Su:Īs you see here, this model introduces two important concepts: High Risk Swings and Fillers. ![]() Product Manager’s are usually obsessed on working on high ROI projects. The Product Manager’s Typical Prioritization Framework Then what do you do? If you aren’t careful, you may end up working on easy but low impact projects for a long time - which probably won’t move the needle quickly. These could result in the exact same ICE score (unless you got clever and used a weighted scale, of course). something that scored high on Impact and Confidence, but low on Ease. While these are great factors to consider the main issue is that by boiling down projects to a single dimension, you risk focusing on low impact activities simply because they are easy.įor example, say something scored low for Impact, but high on Confidence and Ease vs. ![]() In short, it’s a scheme that aims to evaluate projects based on Impact (what you will get in return), Confidence (how sure you will achieve these results) and Ease (how easy something will be to do). The ICE score was popularized by Sean Ellis a couple of years ago. ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |