R for Reach
This factor describes the quantitative impact of the initiative. How many customers or users will be affected by the planned feature or optimization? Is it just a few freaks or is it, everyone? The greater the reach, the more likely it is to be worth the effort.
I like Influence
Influence is the counterpart to Reach and describes the qualitative influence. How many customers or users are influenced by the planned feature or optimization? The more there are, the more likely it is that the initiative will be worth the effort.
C for Confidence
Too often we rely on our gut feeling when making decisions. When implementing new ideas, this can backfire badly. So we make ourselves honest in advance and discuss in the team what speaks for or against the success of the initiative.
- 100 % = high confidence
- 80 % = medium confidence
- 50 % = low trust
If the trustworthiness is less than 50 %, we should better keep our hands off the idea and at best experiment with it on a smaller scale.
E for Effort
The effort required for implementation is a decisive factor in our decision. Accordingly, this should be the focus of attention. Unfortunately, estimating effort is not always easy. Planning Poker may be suitable here. You can read more about this topic in this article.
Ideas for innovation and optimization are important. But they can also cloud our clear vision. The RICE Scoring Model is a way to prioritize ideas with little effort. The method is particularly suitable for working in teams.