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Prioritizing to Decide What to Do and What Not to Do

How can everyone jointly decide what can successfully be achieved with existing resources?

Failure to master the Prioritization Process leads to stress and failure. People are reluctant to commit if they’re overloaded and unsure about what they’re supposed to do. Overload causes burnout.

Additionally, people in an organization may feel like they are competing for limited resources, such as time, budget, headcount, competencies, and implementation capacities. The battle burdens and overwhelms people and complicates projects.

Using the DecisionMaker eliminates these battles. You can use the DecisionMaker to bring about a jointly supported prioritization for stories or tasks. You can also bring about jointly supported decisions regarding how much effort is needed to complete these stories or tasks. Both elements are necessary for planning.

How does the DecisionMaker work here?

Prioritization can’t be done with intuition, you need a reliable cognitive process. Digitized Decision Making (dDMM) offers a whole set of Decision Making Processes to make prioritization reliable and prompt.

The DecisionMaker can be harnessed to leverage the proper order of making prioritizations, then commitments. Making a decision requires the prioritization of options first, but this itself requires decisions made with ratings. This has been a universal dilemma for all people, whether employees, managers or agile teams. Using the DecisionMaker solves this dilemma and accelerates prioritization by 2X to 5X.

The DecisionMaker allows you to prioritize and estimate tasks in a project or stories in sprint. Subsequently, the planning is done with the existing resources. The result is that all participants become aligned with agreed-upon, realistic goals and achieve maximum benefit, because they are willing to commit to implementation.

How do I use it?

First, define your prioritization-id as a KiE Number. For example, if you care about tracking urgency and importance, the KiE Number can represent a combination of both in the rating process. Next, create a KiE Scale for prioritization, with the leading question such as “How important and urgent is the topic for you, your team and the company” and KiE Scale Type “right”. Choose your meaning such as “necessary”, “reasonable” and “not so important”.

Select the KiE Scales in this order for your Prioritization Process.

Subsequently, the planning is done with the existing resources and mapped with the committed prioritization and the estimation for the stories.

The DecisionMaker’s Composed Decision Making Process allows you to save your most frequently used Decision Making Processes like the Prioritization Process as a composed Decision Making Process (cDMp).

As a result, the team has a jointly-supported sequence: What has to be done, what will not be done, and the order in which to tackle what has to be done.

Learn more:Whoever prioritizes quickly knows what is and is not done