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SWOT

  • Strong vs Weakness
  • Opportunities vs Threats

OKR

  • O = Objectives / Objectifs
  • KR = Key Results / Résultats clés
  1. Définir la vision de l’entreprise.
  2. Définir une stratégie pour réaliser la vision.
  3. Fixer des objectifs ambitieux, non chiffrés.
  4. Fixer des résultats clés chiffrés et mesurables.
  5. Constituer des équipes de travail qui pourront prendre des initiatives.
  6. Mesurer l’atteinte ou non des objectifs. Opérer un suivi régulier de l’avancement des OKR auprès du manager mais également des autres équipes.

Les initiatives OKR sont tout ce que vous-même et vos équipes allez mettre en œuvre pour atteindre votre but. Il s’agit donc d’actions concrètes.

IMPORTANT :

Pour qu’ils soient pertinents au regard de la méthode OKR, les objectifs formulés ne doivent comprendre aucune dimension chiffrée (c’est le rôle des résultats clés).

Exemple d’OKR pour les produits et l’ingénierie

  • Objectif : Lancer la version 2.0 du produit afin de corriger les bogues, d’affiner l’interface utilisateur et de stimuler l’engagement des utilisateurs.
  • Résultat clé 1 : Réduire le nombre de tickets d’assistance de 120 à 30 par mois.
  • Résultat clé 2 : Réduire de neuf à six le nombre d’étapes de la procédure d’extraction.
  • Résultat clé 3 : Augmenter le temps passé par les utilisateurs sur le site de 2:37 par session à 3:45 par session.
  • Initiative 1 : Effectuer une étude de clics.
  • Initiative 2 : Compiler le rapport de bogue.

MoSCoW

MoSCoW stands for

  • Must Have
  • Should Have
  • Could Have
  • Won’t Have.

=> Best suited for products where there are clear “must-haves” and “nice-to-haves” that can be easily distinguished. It’s also useful when there are constraints on resources, time, or budget

Value-based prioritization

=> Ideal for products that require maximizing value and ROI, particularly when there are many competing features or requirements.

Weighted Shortest Job First (WSJF)

WSJF = (Business Value + Opportunity Enablement + Time Criticality + Risk Reduction) / Job Size

To use WSJF to prioritize user stories, you need to follow these steps:

  • Define the value of each user story in terms of business value, opportunity enablement, time criticality, and risk reduction.
  • Estimate the job size of each user story.
  • Calculate the WSJF score for each user story using the formula mentioned previously.
  • Prioritize the user stories based on their WSJF score. Start with the user stories with the highest WSJF score and work your way down the list.

=> Best suited for products where the goal is to maximize economic value by prioritizing features with the highest ROI and minimizing waste.

Kano Model

The Kano model categorizes customer needs into three types – basic needs, performance needs, and delight needs:

  • Basic needs: These are the essential requirements that must be met for the product to be considered functional. Basic needs are often taken for granted and do not add significant value to the customer’s experience.
  • Performance needs: These are the features that provide incremental value and increase customer satisfaction. Performance needs are often the focus of product development efforts.
  • Delight needs: These are unexpected or innovative features that provide a “wow” factor and exceed customer expectations. Delight needs can create a strong emotional connection between the customer and the product.

=> Best used when focusing on customer satisfaction and delight. It’s particularly useful when trying to identify features that will differentiate the product in the market.

Reach, Impact, Confidence, and Effort (RICE)

The RICE method assigns a numerical score to each of these factors and then combines them to determine a story’s overall priority:

  • Reach: How many people will this story impact? The Reach score takes into account the number of users who will be affected by the feature or improvement.
  • Impact: How much impact will this story have on users or the business? The Impact score measures the degree of impact that the story will have on users, revenue, or other important business metrics.
  • Confidence: How confident are we in our ability to deliver this story? The Confidence score reflects the team’s level of certainty that they can deliver the feature or improvement within a given timeframe.
  • Effort: How much effort will it take to deliver this story? The Effort score represents the amount of time, resources, and complexity required to complete the story.

=> Useful for products where impact and reach are essential factors. For example, if the goal is to drive user adoption or increase revenue, this technique could help determine which features will have the most significant impact.