![\"A](\"https:\/\/www.prodpad.com\/wp-content\/uploads\/2022\/02\/priority-chart-1024x559.png\")
<\/figure>\n<\/div>\n\n\nEach framework has its pros and cons. The models covered in this article are:<\/p>\n\n\n\n
- \n
- RICE score<\/a><\/li>\n\n\n\n
- The Opportunity Solution Tree<\/a><\/li>\n\n\n\n
- Kano model for prioritization<\/a><\/li>\n\n\n\n
- MoSCoW prioritization<\/a><\/li>\n<\/ol>\n\n\n\n
<\/div>\n\n\n\nWhy prioritization models are important (and why not)<\/h3>\n\n\n\n
To be honest, I\u2019m wary of product prioritization models. I\u2019ve still never found a framework that actually solves the problem completely, that tells you exactly the right thing to build. That\u2019s because a PM\u2019s decision is based on a wider set of inputs that can\u2019t be captured by a model alone.
Over the years I\u2019ve observed really talented PMs grow too dependent on their prioritizing models, which usually results in one of these situations:<\/p>\n\n\n\n- \n
- They\u2019re building the wrong thing<\/a> because the model isn’t perfect.<\/li>\n\n\n\n
- They end up tweaking and switching the model to come up with the answer they already intuitively know is right. They just want the model to back them up!<\/li>\n<\/ul>\n\n\n\n
So, while choosing a prioritization framework for your team and your product is important, just take the model with a grain of salt. It\u2019s not just what you choose, but how you use it.<\/p>\n\n\n\nThe most common product prioritization models<\/h2>\n\n\n\n<\/a>\n\n\n\n
1. RICE score<\/h3>\n\n\n\n
What is the RICE scoring model?<\/h4>\n\n\n\n
The RICE scoring model is a popular prioritization framework, and for good reason. It gauges four different elements of a single product idea \u2013 R<\/strong>each, I<\/strong>mpact, C<\/strong>onfidence, and E<\/strong>ffort \u2013 and offers an estimate of that idea\u2019s viability and value to the business.<\/p>\n\n\n\n
Personally, I switch around the letters to evaluate in this order: <\/p>\n\n\n\n
- \n
- Impact:<\/strong> What would the impact be for individual users? To what extent will this solve their problem or improve their life?<\/li>\n\n\n\n
- Reach:<\/strong> How much of our customer base will this affect?<\/li>\n\n\n\n
- Effort:<\/strong> Which resources are necessary to make this happen, and how much?<\/li>\n\n\n\n
- Confidence:<\/strong> How sure are we about our answers to the 3 elements above?<\/li>\n<\/ul>\n\n\n\n
The great thing about RICE is that it measures the impact and reach of what you\u2019re considering. <\/p>\n\n\n\n
How does the RICE scoring model work?<\/h4>\n\n\n\n
Each element receives an individual score, and they\u2019re all calculated in a formula to give the idea\u2019s overall RICE score. The highest scores take the highest priority.<\/p>\n\n\n\n
\n(Reach<\/strong> x Impact<\/strong> x Confidence<\/strong>) \/ Effort<\/strong> = RICE Score<\/strong><\/p>\n<\/div>\n\n\n\n
There are a few ways you might want to apply some subjectivity to the RICE score.
For example, an idea that\u2019s high impact <\/em>but low reach<\/em> might not seem worth it. But what if those customers that are <\/em>reached by the idea\/solution are big revenue drivers for the business? This might make the effort worthwhile.
Another idea could seem perfect \u2013 high impact, high reach, low effort<\/em> \u2013 but it has a low confidence score. This means the idea has potential, but requires more scoping and research to confirm some hunches.
ProdPad allows you to score and visualize ideas on your product roadmap<\/a> in line with the RICE model<\/a>.<\/p>\n\n\n\n<\/a>\n\n\n\n2. Opportunity Solution Tree<\/h3>\n\n\n\n
What is the Opportunity Solution Tree?<\/h4>\n\n\n\n
Sometimes called the Product Tree<\/a>, the Opportunity Solution Tree (OST) is an excellent product prioritization model created by Teresa Torres<\/a>. It\u2019s a sort of mindmap to look at both opportunities and problems, and then brainstorm multiple potential solutions.
In Torres\u2019 own words, the OST \u201cvisualizes what you are learning in discovery and the decisions you are making along the way.\u201d<\/p>\n\n\n\nHow does the Opportunity Solution Tree work?<\/h4>\n\n\n\n
First you should define a desired outcome. This could be the metric that\u2019s driving the most value for your business right now, or it could be another company objective.
<\/p>\n\n\n\nThen you brainstorm opportunities that could help you reach that desired outcome, or problems that might stand in the way.
Finally you generate ideas for how to solve those problems or realize those opportunities. These can be brand new ideas, of course, but you can also map every existing idea in your backlog. If an idea can\u2019t be connected to an opportunity or problem, then it\u2019s not prioritized.<\/p>\n\n\n\n![\"Opportunity](\"https:\/\/www.prodpad.com\/wp-content\/uploads\/2022\/02\/Opportunity-Solution-Tree-1024x723.jpg\")
<\/a>Courtesy of Teresa Torres at <\/em>Product Talk<\/em><\/a><\/figcaption><\/figure>\n<\/div>\n\n\n We love this model at ProdPad, and in fact, our tool allows you to chart your roadmap with the Opportunity Solution Tree<\/a>.<\/p>\n\n\n\n<\/a>\n\n\n\n
3. The Kano Model for prioritization<\/h3>\n\n\n\n
What is the Kano Model for prioritization?<\/h4>\n\n\n\n
The Kano Model <\/a>for prioritization is a framework that measures how customers perceive the value of your features and potential features. The idea is that you can rank features based on how much they\u2019ll satisfy your users. This model was developed by Noriaki Kano, a professor of quality management at the Tokyo University of Science.<\/p>\n\n\n\n
How does the Kano Model work?<\/h4>\n\n\n\n
Essentially your team will weigh the customer satisfaction against how much effort and development resources it would take.
Depending on the proportion of satisfaction vs. effort, your features are placed in 3 categories:<\/p>\n\n\n\n- \n
- Basic<\/strong>: These features could be resource intensive, but you need them to stay competitive. People won\u2019t even notice it\u2019s there \u2013 they\u2019ll only notice if it\u2019s NOT there.\u00a0<\/li>\n\n\n\n
- Performance<\/strong>: These features require some investment but also pay off with a proportionate amount of customer satisfaction.<\/li>\n\n\n\n
- Delighter<\/strong>: These features delight and excite your customers, beyond the amount of effort needed to build them. These don\u2019t just create a positive sentiment about your product, they can boost the perceived value of it too \u2013 even if they\u2019re tiny, little things.<\/li>\n<\/ul>\n\n\n\n
There are also 2 other categories that take features off the roadmap or out of the backlog entirely: Indifferent and Dissatisfaction.<\/p>\n\n\n\n<\/a>\n\n\n\n
4. MoSCoW Prioritization<\/h3>\n\n\n\n
What is MoSCoW prioritization?<\/h4>\n\n\n\n
The MoSCoW prioritization framework has been around forever and is still popular enough. But let me be honest \u2013 it\u2019s not good for any product. This model is made for project <\/em>management, not product <\/em>management.<\/p>\n\n\n\n
How does MoSCoW prioritization work?<\/h4>\n\n\n\n
The MoSCoW method requires you and your team to classify all your ideas into 4 buckets:<\/p>\n\n\n\n
- \n
- Must have:<\/strong> Mission-critical solutions and features<\/li>\n\n\n\n
- Should have:<\/strong> New solutions and features with a high value-add<\/li>\n\n\n\n
- Could have:<\/strong> Ideas that are interesting but not important (or relevant) at the moment<\/li>\n\n\n\n
- Won\u2019t have:<\/strong> Ideas that definitely will not be included in the sprint or product backlog<\/li>\n<\/ul>\n\n\n\n
It\u2019s my view that for product management, the four categories don\u2019t have a ton of meaning. You place ideas in the four categories, but within each category, there\u2019s no framework for further prioritizing. It\u2019s still just a list of ideas.
Plus, as a PM, you can\u2019t definitively say something is a \u201cwon\u2019t have,\u201d because your product, user base, and market will evolve. So everything ends up in \u201ccould have,\u201d but there\u2019s no language to differentiate what\u2019s in that box!<\/p>\n\n\n\nHow to use a product prioritization model<\/h2>\n\n\n\n
You can use the right model and still prioritize in the wrong way.
Okay maybe \u201cwrong\u201d is a strong word, but I believe that the common practice of prioritizing features is way less strategic \u2013 and therefore less effective.
I recommend working at the problem level<\/a>, not the solution level. Examples of problems could be lagging conversion rate, low user growth, or high churn.
Prioritizing at the solution level sounds like this: <\/strong>\u201cOf all the features we\u2019ve thought of so far, here\u2019s the best one to go with.\u201d
Prioritizing at the problem level sounds like this:<\/strong> \u201cOf all the challenges and opportunities facing the business\/our customers right now, here\u2019s the top one to tackle. Now let\u2019s brainstorm a set of solutions and figure out the best fit.\u201d
<\/p>\n\n\n\nSee how the first one is limited, and the second is expansive? <\/p>\n\n\n\n
If you\u2019re only prioritizing within a defined set of potential features, that\u2019s poor product management. Taking a step back to evaluate the problem and imagine other solutions gives you more peripheral vision. You\u2019ll come up with a wider set of possibilities, and your product roadmap<\/a> will stay more dynamic. It allows for continuous discovery.<\/p>\n\n\n\nBottom line: Don\u2019t assume the next best thing to build is already in your backlog!<\/p>\n\n\n\n
Which prioritization model is best for my product?<\/h2>\n\n\n\n
- Should have:<\/strong> New solutions and features with a high value-add<\/li>\n\n\n\n
- Performance<\/strong>: These features require some investment but also pay off with a proportionate amount of customer satisfaction.<\/li>\n\n\n\n
- Reach:<\/strong> How much of our customer base will this affect?<\/li>\n\n\n\n
- They end up tweaking and switching the model to come up with the answer they already intuitively know is right. They just want the model to back them up!<\/li>\n<\/ul>\n\n\n\n
- The Opportunity Solution Tree<\/a><\/li>\n\n\n\n