This document describes several techniques for prioritizing requirements or activities: 1. Ranking assigns numbers from 1 to n, with 1 being the highest priority and n the total number of items. 2. Grouping defines categories like critical, important, and optional for stakeholders to assign items. 3. MoSCoW categorizes items as must have, should have, could have, and won't have. 4. The urgent vs important matrix plots items as urgent/important, important/not urgent, etc to focus on high value tasks. 5. A 6 step process involves collecting all tasks, identifying urgent items, assessing value, estimating effort, remaining flexible, and cutting remaining tasks.

1. JamieMeredith
Ranking
1
1
N
How does it work?
1. Assign highest priority as 1.
2. Assign lowest priority as n(total number of requirements/activities).
3. Compare each item and apply a priority between 2 and n.
4. Outcome is an ordered list of requirements or activities.
When is it best to use?
• When dealing with one stakeholder, a challenge can be getting multiple
stakeholders to agree a priority as they’re likely to have conflicting
priority requests.
• Daily work requests.

2. JamieMeredith
Grouping
2
Critical
How does it work?
1. Groups are defined and created with something that stakeholders can relate to. Groups could be
Compulsory, Very Important, Rather Important and Does Not Matter
2. Agree which percentage of requirements can fall into each group e.g. 33% into each item, this
then stops stakeholders putting all into Critical.
3. Input items into groupings aligned with priority
4. Outcome will have prioritised group of requirements to allow for focus.
When is it best to use?
• Multiple requests from multiple stakeholders.
• Managing overall team demand requests and effectively dividing actions/items.
Moderate Optional
AC TIVI TY 1
AC TIVI TY 5
ACT IVITY 4
ACT IVITY 3
ACTIV ITY 2
ACTIV ITY 6

3. JamieMeredith
MoSCoW
3
How does it work?
1. Compile list of all requirements
2. Each requirement is categorised next against the MoSCoW scale:
M. Defines a requirement that has to be satisfied for the final solution to be acceptable.
S. This is a high-priority requirement that should be included if possible, within the delivery
time frame. Workarounds may be available for such requirements and they are not usually
considered as time-critical or must-haves.
C. This is a desirable or nice-to-have requirement (time and resources permitting) but the
solution will still be accepted if the functionality is not included.
W. This represents a requirement that stakeholders want to have, but have agreed will not be
implemented in the current version of the system. That is, they have decided it will be
postponed till the next round of developments.
3. Outcome will have requirements assigned a priority to allow focus activity
When is it best to use?
• Large project with multiple requirements from multiple stakeholders.
• Defining MVP for a piece of work and Iteratively delivering improvements of a new feature.
MustM
ShouldS
CouldC
WouldW

4. JamieMeredith
Urgentvs.Important
4
How does it work?
1. Understand the definition of:
Important activities have an outcome that leads to us achieving our goals, whether these are
professional or personal.
Urgent activities demand immediate attention, and are usually associated with achieving
someone else's goals. They are often the ones we concentrate on and they demand attention
because the consequences of not dealing with them are immediate.
2. List each requirement or action and categorise against the definition and input into each area
Important + Urgent = Do = Do It Now
Important but not Urgent = Decide = Schedule sufficient time
Not Important but Urgent = Delegate = Share, Plan or Reschedule
Not Important + Not Urgent = Delete = Eliminate (where possible)
3. Outcome will items within 4 quadrants/prioritise allowing for focus on items that deliver most
reward and urgent.
When is it best to use?
• Personal review of work list and effectively prioritise time to focus on items of most value.
• Daily activity items in order to deliver sense of achievement.
DE LEGATE DO
DECIDEDE LETE
URGENCY
IMPORTANCE
Item/Activity Important Urgent
Complete report ✓ ✓
Schedule Meeting ✗ ✗
Book Travel ✗ ✓

5. JamieMeredith
6StepsToPrioritise
5
How does it work?
1. Collect a list of all your tasks. Pull together everything you could possibly consider getting done in a day. Don’t worry about the
order, or the number of items up front.
2. Identify urgent vs. important. The next step is to see if you have any tasks that need immediate attention. We’re talking about
work that, if not completed by the end of the day or in the next several hours, will have serious negative consequences.
3. Assess value. Next, look at your important work and identify what carries the highest value to your business. As a general
practice, you want to recognise exactly which types of tasks have top priority over the others.
4. Estimate Effort. If you have tasks that seem to tie for priority standing, check their estimates, and start on whichever one you think
will take the most effort to complete.
5. Be flexible and adaptable. Uncertainty and change is a given. Know that your priorities will change, and often when you least
expect them to. But—and here’s the trick—you also want to stay focused on the tasks you’re committed to completing.
6. Know when to cut. You probably can’t get to everything on your list. After you prioritise your tasks and look at your estimates, cut
the remaining tasks from your list, and focus on the priorities that you know you must and can complete for the day. Then take a
deep breathe, dive in and be ready for anything.
When is it best to use?
• Daily activity items in order to deliver sense of achievement.
ListAllTasks Urgentvs.
Important AssessValue Estimate
Effort Adaptable Cut