"The best product teams don't just pick the loudest idea in the room — they pick the one with the highest leverage."
| Value | Meaning | Guidance |
|---|---|---|
| 100 | Very high reach | Affects nearly all users or a massive segment |
| 80 | High reach | Affects a large, significant portion of users |
| 60 | Medium reach | Affects a moderate user segment |
| 40 | Low reach | Affects a small niche or specific persona |
| 20 | Minimal reach | Affects only a handful of users or internal team |
Example: A feature targeting all monthly active users would likely be 100; a feature for a small internal admin team might be 20.
| Value | Meaning | Guidance |
|---|---|---|
| 100 | Massive impact | Eliminates a critical blocker or unlocks significant new value |
| 80 | High impact | Major improvement to a frequent, important task |
| 60 | Medium impact | Noticeable improvement to regular workflows |
| 40 | Low impact | Minor convenience or occasional improvement |
| 20 | Minimal impact | Barely perceptible change |
Reserve 100 and 80 for genuinely transformative changes. Most features fall in the 40–60 range.
| Value | Meaning | When to use |
|---|---|---|
| 100 | Very high confidence | Supported by quantitative data, A/B test results, or firm contractual requirements |
| 80 | High confidence | Strong user research, consistent customer feedback, or past validated learnings |
| 60 | Medium confidence | Reasonable assumptions with some anecdotal evidence |
| 40 | Low confidence | Gut feel or early exploration with no direct data |
| 20 | Very low confidence | Pure speculation or a high-risk experiment |
Confidence acts as a built-in penalty for uncertainty. A high‑impact idea with 40 confidence scores less than half of one backed by real data—encouraging teams to validate before committing.
| Value | Meaning | Guidance |
|---|---|---|
| 20 | Very low effort | A few days of work for one person |
| 40 | Low effort | A week or two for one person, or a very small team |
| 60 | Medium effort | A month for one person, or a couple of weeks for a small team |
| 80 | High effort | A full quarter for a small team, or a month for a larger team |
| 100 | Very high effort | Multiple months or multiple teams involved |
Use relative sizing rather than precise person‑months. Compare effort across solutions using the same scale.
| Component | Value | Reasoning |
|---|---|---|
| Reach | 60 | Affects a moderate portion of users who view reports regularly |
| Impact | 60 | Noticeable time saver, but not a critical workflow |
| Confidence | 80 | Multiple support tickets and direct customer requests |
| Effort | 40 | About one to two weeks of engineering work |
| Component | Value | Reasoning |
|---|---|---|
| Reach | 100 | Affects nearly every user who searches weekly |
| Impact | 80 | Major improvement to a top‑complaint area |
| Confidence | 40 | Early stage—no prototype or user validation yet |
| Effort | 80 | Significant investment spanning design, engineering, and testing over a quarter |
| Component | Value | Reasoning |
|---|---|---|
| Reach | 20 | Only a handful of enterprise admins will use it |
| Impact | 80 | High importance for compliance and security |
| Confidence | 100 | Contractually obligated by three key accounts |
| Effort | 60 | About one person‑month of engineering effort |
| Solution | RICE Score | Verdict |
|---|---|---|
| One‑Click Export | 72 | Strong, balanced opportunity—prioritize for execution |
| AI Search Redesign | 40 | Good potential, but low confidence pulls the score down—run a quick prototype first |
| Admin Audit Log | 26.7 | Low leverage score, but compliance may override prioritization |