It’s so simple to use and enables you quickly to determine the relative value created vs the effort required to deliver the feature. With a few minor tweaks, the 2×2 matrix can be used to sort the wheat from the chaff. Prioritisation paralysis regularly occurs as it becomes progressively harder to identify “killer” features, as they simply get overlooked by the “noise” generated by the scale of a backlog. The product backlog, if not carefully maintained, can become a dumping ground for hundreds (if not thousands) of product features and enhancements that may or may not add any true value for customers. It can be used to great effect for product development prioritisation too. The 2×2 matrix is a tool primarily used in Lean Startup to help entrepreneurs make decisions, identify what’s important or risky and where to focus efforts. The following concept will help you to overcome the hurdles listed above and hopefully set you on the right footing to make the right decisions. Not knowing where to start opens the door for the aforementioned decision makers to start meddling – usually resulting in poor decisions.Too many items on the backlog resulting in the inability to see the wood for the trees.
We’ve all been there – a huge backlog where everything is a priority.
Microsoft Excel – whilst Excel has its uses, managing a backlog with it isn’t one of them!. Widely misused and can focus efforts on the wrong KPIs rather than generating true customer value. Balanced Scorecard – A mixture of financial and non-financial measures that have targets set against them. Building abstract representations of the real world behaviour is expensive, incredibly complex and very prone to error. Financial Modelling Tools – There are a host of modelling tools available to help predict revenue figures and/or potential growth. The reader loses the will to live before reaching the end of the document. The Business Case – Page upon page of jargon and unintelligible data designed to bamboozle the reader into agreeing to build the feature or product. They can be expensive, overly complex and lead to rigid, single-dimensional decision-making. Many traditional business tools aren’t fit for purpose. The Procrastinator – an individual who dithers and struggles to make a decision. The Dictator – a ruthless individual who enforces their ideas with an iron fist. The Antagonist – someone who is actively opposed, or is hostile to any ideas other than their own. The HiPPO (highest paid person’s opinion) – someone who influences decision-making based on their seniority within the business. There are a number of individuals within a business that can have a negative impact on the prioritisation process. Unfortunately, there are many factors that can prevent product managers from “doing the right thing”: Decision Makers It’s a constant balancing act between delivering value and the limited resources available. Poor PrioritisationĮffective prioritisation can be the difference between the success or failure of a product. So here’s my take on why poor prioritisation occurs, as well as a lean solution that will ensure you continually deliver the most value to your customers. I’ve been around long enough to have seen everything from the sublime to the ridiculous when it comes to prioritisation. Unfortunately this isn’t always the case – we’ve all come across poor decision-making in organisations. Anyone involved in product (from junior product owner through to chief product officer) needs to be a guardian of “doing the right thing”. 
Prioritisation is one of the most critical aspects of product development. With this being the case, why do companies prioritise so badly? Deciding what to build, where to focus limited resources and what customer segments to target are questions that face every organisation on a daily basis.
Prioritisation is a necessary evil of every product development lifecycle.
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