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BA and Beyond 20 - Antonio Gonzalez Sanchis - Add some RICE to your organisation

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Is your company always focused on one-time opportunities? Are you always unclear on what requirements to clarify next? Projects changing all the time? I've been there.

In April 2019 I joined an Artificial Intelligence company which was mainly driven by sales opportunities with no focus on long-term goals. You can imagine how difficult it was for me to define product requirements that made sense in the long-run and to write user stories that met teams' "definition of ready".

In this talk I want to share one technique that helped me aligning stakeholders towards priorities and being clear of what was coming next: RICE prioritization. I will share my struggles and successes on getting there.

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BA and Beyond 20 - Antonio Gonzalez Sanchis - Add some RICE to your organisation

  1. 1. ba-beyond.eu — #BABeyond20 13 October 2020 Add some RICE to your organisation Antonio Gonzalez Sanchis
  2. 2. Antonio González ADD RICE TO YOUR ORGANIZATION
  3. 3. Product Manager
  4. 4. “For 20 years, Verbio Technologies has been on the cutting-edge of voice technologies to simplify human- machine communication. We are now a global Conversational AI provider, trusted by the most valuable companies worldwide thanks to our technical excellence and expertise, empowered by passion and customer- centric commitment.”
  5. 5. “For 20 years, Verbio Technologies has been on the cutting-edge of voice technologies to simplify human- machine communication. We are now a global Conversational AI provider, trusted by the most valuable companies worldwide thanks to our technical excellence and expertise, empowered by passion and customer- centric commitment.”
  6. 6. Around 80 employees worldwide. Zero business analysts. Zero product owners. Zero “product people”. 5 offices. Typical clients are multinational companies with no Voice technologies’ knowledge in-house. Consultancy business model. ABOUT VERBIO
  7. 7. Around 80 employees worldwide. Zero business analysts. Zero product owners. Zero “product people”. 5 offices. Typical clients are multinational companies with no Voice technologies’ knowledge in-house. Consultancy business model. ABOUT VERBIO
  8. 8. CEO: “Our current business model doesn’t allow us to scale”. Sales: “We don’t know what we can sell”. Marketing: “We don’t have a product to advertise”. Teams: “Continuous interruptions and changes on projects”. “We never see the results of our work in production”. CHALLENGES
  9. 9. CEO: “Our current business model doesn’t allow us to scale”. Sales: “We don’t know what we can sell”. Marketing: “We don’t have a product to advertise”. Teams: “Continuous interruptions and changes on projects”. “We never see the results of our work in production”. CHALLENGES
  10. 10. "Simplicity - the art of maximising the amount of work not done - is essential"
  11. 11. HiPPO MOSCOW Cost of Delay OPTIONS
  12. 12. Dot Voting Value/Effort Kano model OPTIONS
  13. 13. RICE Simple tool for prioritization that uses 4 variables: R each I mpact C onfidence E ffort
  14. 14. Reach is measured in number of people/events per time period. It is a high level estimation of how many people each idea will affect. REACH For example: How many people will this project impact over a single quarter? That might be presenting reach in terms of “customers per quarter”. Try to use real measurements from product metrics instead of making numbers up.
  15. 15. Estimation of the impact on an individual person from your reach. IMPACTImpact is difficult to measure so it’s easier to use a multiple-choice scale: 5 for massive impact, 1 for minimal impact. For example: “How will this new feature increment customer’s satisfaction level?”
  16. 16. Factor in your level of confidence about your other estimates (reach, impact and effort). If you consider an idea will have a low impact but don’t have enough data to back it up, confidence lets you take that into consideration. CONFIDENCE It is a percentage so you can use another multiple- choice scale like for example: 100% is high confidence, 10 is low confidence.
  17. 17. Estimation of the total amount of time an idea will take. EFFORT You can use another multiple-choice scale: 100 being a huge idea, 50 being a medium-sized idea and 5 being a quick item.
  18. 18. RICE = Reach x Impact x Confidence Effort _____________________________
  19. 19. SIMPLE EXAMPLE
  20. 20. It uses numbers. Real data - minimize assumptions. Constructive conversations. Easy to explain. PROS AND CONS
  21. 21. What about BAU tasks? When do you “stop”? How to handle ideas with different orders of magnitude for the effort? PROS AND CONS
  22. 22. OUR JOURNEY
  23. 23. OUR JOURNEY
  24. 24. OUR JOURNEY
  25. 25. OUR JOURNEY
  26. 26. OUR JOURNEY
  27. 27. OUR JOURNEY
  28. 28. ADAPTATIONS We used multiple-choice options for every category (0 to 10). As we didn’t have “real data”, it was easier for us to assess Reach and impact. We talked about Ease instead of effort. Conversations around effort were taking too long as people were getting into very granular estimations. Changing to Ease and use a scale from 0 to 10 made the exercise way more efficient.
  29. 29. Clear process to consider new business opportunities and ideas. Everyone had visibility on “what was going on”. Stakeholders alignment. RESULTS
  30. 30. Lack of “independent” follow up. Everyone was using numbers to have "their" ideas at the top. RESULTS
  31. 31. Alignment on what we are building as a product. Everyone had visibility on which ideas were being built and what were coming next. Easier for Sales and Marketing teams to explain clients what we were doing. Increased cross-functional collaboration. Focus. Less interruptions to teams. IMPACT IN THE COMPANY
  32. 32. Stakeholders alignment. Better understanding on which project to focus on to elicit requirements. Better plan of work. Easier to assess future needs and considerations when defining products. Focus. Less interruptions. IMPACT IN BA TASKS
  33. 33. Seek consistency, not accuracy. As much as possible, assess your assumptions using “real data”. Hide all columns that you are not discussing so people don’t use numbers to move their ideas higher or lower. Ask yourself what can help you increase confidence on each idea. Include representatives from every department. Keep it alive. Update it regularly with new information. Schedule time for it. TIPS
  34. 34. PRIORITIZE TIPS
  35. 35. THANK YOU! ADD RICE TO YOUR ORGANIZATION

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