![]() ![]() 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. 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). 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. I encourage you to have defined numerical scales. 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. By letting you see the business impact and total required effort of each to-do, a prioritization matrix helps you determine which items to tackle firstso you can be confident you’re always focusing on the right work. 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. A prioritization matrix (also known as a priority matrix) is a task management tool used to categorize tasks by impact and effort. Product Manager’s are usually obsessed on working on high ROI projects. 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). The Product Manager’s Typical Prioritization Framework Choose the Prioritization Method, Coins (Figure 6) or High/Medium/Low (Figure 7), before selecting a feature layer. 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. ![]()
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