Guidance on Prioritising Problems

By Risk (1, page 45)

• Highest risk: value ratio gets top priority
• Work on the riskiest ones first
• Keep all on a the backlog 

Prioritisation Techniques

Importance vs Satisfaction Framework (2, page 47)

This technique is used for evaluating potential product opportunities

• Competitive example is Excel. High important to users and it is the leading example. So product in this space to compete needs to be something like the online sheet tools for collaboration
• Opportunity example is Uber where user satisfaction was low with taxi service but their need for a solution is very important to them

Measuring Customer Value

• When importance and satisfaction are both percentages:

Customer value delivered = importance x satisfaction

Opportunity to add value = importance x (1-satisfaction)

• For orange it is:
  • Customer value delivered: 0.9 x (0.35-0.2) = 0.135 
• For blue it is:
  • Customer value delivered: 0.6 x (0.9-0.6) = 0.18 
• So blue created marginally more value than orange. 

The Kano Model (2, page 64)

• Performance needs – adding more will increase satisfaction. For example fuel efficiency on a car. Increasing this will always increase satisfaction.
• Must-Have needs – they never increase satisfaction. They only decrease it if they are missing 
• Delighter needs – the customer is not dissatisfied at all if they are missing as they are unexpected and result in very high satisfaction if they are included

Using the kano model to compare with competitors

Feature	Competitor A	Competitor B	Your Product
Must Have Feature 1	Yes/ No	Yes/ No	Yes/ No
Must Have Feature 2	Yes/ No	Yes/ No	Yes/ No
Must Have Feature 3	Yes/ No	Yes/ No	Yes/ No
Performance Feature 1	High/ Med/ Low	High/ Med/ Low	High/ Med/ Low
Performance Feature 2	High/ Med/ Low	High/ Med/ Low	High/ Med/ Low
Performance Feature 3	High/ Med/ Low	High/ Med/ Low	High/ Med/ Low
Delighter Feature 1	Yes/ No	Yes/ No	Yes/ No
Delighter Feature 2	Yes/ No	Yes/ No	Yes/ No

Return on Investment

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References

1. Lean UX by Jeff Gothelf
2. Lean Product Playbook by Dan Olsen

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Which direction?

Metrics

Hypotheses