1. ROI scorecard
    1. Concept: Value/Effort = Priority
      1. Value = Customer’s Needs + Organization’s Goals - 1-3 or 1-5 scale for each
        1. Value = CN1 + CN2 + OG1 + OG2
      2. Effort
        1. Include estimates from engineering in t-shirts: extra-small (1), small (2), medium (3), large (4), extra-large (5)
        2. Include estimated effort from other departments (rather than engineering)
        3. Include risks
    2. Final formula: (((CN1 + CN2 + BO1 + BO2)))/(E1 + E2))*C = P (priority)
      1. CN = customer need = job = epic
      2. BO = business objective
      3. E = effort
      4. C = confidence %
  2. RICE score
    1. https://youtu.be/wjeTRfg0YcU
      1. Reach can be measured not in absolute numbers, but in % since we don't have easily accessible data on the # of our users
      2. Impact can be ranked based on whether a feature will influence our retention or revenue
    2. https://www.intercom.com/blog/rice-simple-prioritization-for-product-managers/
  3. Desirability, Feasibility, Viability
    1. Composite score (1 (low), 2 (medium), 3 (high) score for each area)
  4. Critical path for new products
  5. Critical path for existing products (Low-risk MVPs) ← Product Roadmaps Relaunched: How to Set Direction while Embracing Uncertainty
    1. Regularly reassess newly emerged needs to create new critical paths
  6. Kano
    1. Expected needs
    2. Normal needs
    3. Exciting needs
  7. MoSCoW
  8. LESS approach
    1. https://less.works/less/scrum/roles
      1. Quote: In practice, ‘value’ is a fuzzy term and prioritization may be influenced by
        1. the desire to satisfy key customers,
        2. alignment with strategic objectives,
        3. attacking risks,
        4. improving,
        5. and other factors.
    2. https://less.works/less/scrum/product-backlog
      1. Quote: In general, the highest-priority items should deliver the most bang for your buck: lots of bang (business value) for low buck (cost). Another motivation to increase the priority of an item is to tackle high risks early, before the risks attack you.
    3. https://less.works/less/framework/product-owner
      1. Quote: In the first flow (prioritization), information related to
        1. profit drivers,
        2. strategic customers,
        3. business risks,
        4. and other business concerns is sought and analyzed.
  9. SAFe WSJF framework
    1. https://www.scaledagileframework.com/wsjf/
  10. Itamar Gilad’s confidence meter

"We agree that many organizations claim to be data-driven when they are actually seeking data to support political decisions.”

Scoring pros and cons ← Lombardo, C. Todd,McCarthy, Bruce,Ryan, Evan,Connors, Michael. Product Roadmaps Relaunched (p. 180)

Cons Pros
Scoring lots of little features or requests could provide a false sense of confidence or progress. Scoring items being considered anyway forces discussion of the underlying problems and the value of solving them.
Simple scale misses finer differences. Simplicity keeps teams from arguing over unimportant details.
Keeping to a few goals misses important factors that should be considered. Forcing teams to narrow down to a few goals forces them to face the reality that they can’t do it all.
Scoring models do not include intangible factors such as generating “buzz” or level of “innovation.” Objective criteria supports a more rational and open discussion of trade-offs.
Scoring models do not include dependencies, resource availability, or promises made to key customers, the board, Wall Street, and so on. Scoring models uncover where resources and promises do not align with priorities.