{"id":34,"date":"2023-01-01T10:55:00","date_gmt":"2023-01-01T07:55:00","guid":{"rendered":"https:\/\/epicproduct.ru\/?p=34"},"modified":"2024-02-13T10:57:41","modified_gmt":"2024-02-13T07:57:41","slug":"rice-na-steroidah-ili-novaya-model-skoringa-ride","status":"publish","type":"post","link":"https:\/\/epicproduct.ru\/en\/rice-na-steroidah-ili-novaya-model-skoringa-ride\/","title":{"rendered":"RICE on steroids or the new scoring model \u201cRIDE\u201d"},"content":{"rendered":"\n

If you’ve created your own startup, marketed IT products, or been part of a product team, you’re probably familiar with the RICE<\/u><\/a> planning framework for prioritizing product ideas, ideas, and features. But today we are not talking about him. We will discuss an alternative version of this framework – \u201cRIDE\u201d.<\/p>\n\n\n\n

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Preamble<\/h3>\n\n\n\n

For me, planning is a very important ritual. In my opinion, the whole team should participate in it, because everyone is in the same boat. And this boat sails on the scarlet sea with the hope of reaching the shore of plenty. The boat does not last forever, and people tend to get tired and ask the captain questions. The skill of the captain and crew determines whether you will swim and who will be first – you or your competitors. Economic storms, political storms, technological sunshine and attacks from competitors can break your team. That\u2019s why it\u2019s so important to maintain your sanity in this multi-year journey and not succumb to emotional weaknesses during difficult periods. In my opinion, an approach that can quickly create a transparent and consistent plan will do this well. <\/p>\n\n\n\n

As the author of this framework, I tried to make a tool for creating such plans. I left the strengths of the previous generation framework, combined it with another and replaced intuition with calculations. I hope that I succeeded, if not fully, then at least significantly. I would be glad if \u201cRIDE\u201d complements your arsenal of grocery tools, helps you withstand the stormy sea of \u200b\u200bcompetition and swim to the shores of plenty. Good luck!<\/p>\n\n\n\n

Existing problems in RICE<\/h3>\n\n\n\n

Anyone who has worked with RICE in their products must have noticed the imperfections in the Impact and Confidence calculations of this model. <\/p>\n\n\n\n

Its authors admit that Impact is quite difficult to measure accurately and suggest that we use our intuition. Confidence has a similar problem. In fact, it comes from the ceiling. In smarter versions, the team plays poker and indicates the average value. Which in itself does not fundamentally change anything, because individual intuition only becomes collective. And where there is intuition, hallucinations are often born. With such a navigator you can swim far and not go there. <\/p>\n\n\n\n

In addition to the problem of the objectivity of the calculation, there is another one. RICE does not allow you to combine other types of product tasks under one roof. Basically, all work is focused on the design features of the product. In such teams, people are heavily immersed in optimization and improvements, forgetting about marketing. By marketing I mean not only attracting traffic, but also the rest of the work: developing market offers, distribution, pricing, communications, brand promotion. I want to say that in my practice, working on a product includes many important tasks: research, regular external processes with the media, partners, attracting traffic to your product, working with virality, creating tariffs, as well as conducting marketing activities.<\/p>\n\n\n\n

All this suggests that RICE is more suitable for very early stages of a product – prototypes, where there is a high degree of uncertainty and it is still appropriate to make estimates only based on Reach and Efforts.<\/p>\n\n\n\n

But with each subsequent month, the team will be pulled into a whirlpool of endless tasks. It will be necessary to test all blocks of the business model – from value propositions to pricing. This will greatly increase the workload on the team. She will have to continue to collect and process feedback, eliminate identified errors, work on technical infrastructure and software updates, negotiate collaborations with partners, work with the media and advertising, sometimes incoming requests for integration will come in, and various ideas for innovation will be born within the team. A little further you will need to start building sales and competing with competitors.<\/p>\n\n\n\n

This is where the big difficulties arise. The stronger the whirlpool drags the team, the more often conflicts will arise in it at the level of people and work. All this will lead to more eloquence competitions in your planning sessions. And the winners in them will most likely not be people with an engineering approach, but people with endowed power, developed skills of rhetoric and sophistry. <\/p>\n\n\n\n

It was these shortcomings that I tried to eliminate when developing RIDE.<\/p>\n\n\n\n

Anatomy of RIDE<\/h3>\n\n\n\n

You can immediately open the template<\/u><\/a> and, as you read the article, look at it to understand the calculation model that is embedded in the RIDE framework. Let’s take a closer look at the Ideas, Reach, Impact, Data, Effort, Total and Real Total<\/em> columns .<\/p>\n\n\n\n

Ideas<\/h4>\n\n\n\n

I think the meaning of this field is intuitive. In addition to design improvement tasks, this list also includes product-critical marketing and hygiene tasks. In other words, the team will now have a more holistic picture in front of its eyes, in which there will be a place for product design (in a broad sense), advertising, research and communications, and work on mistakes. <\/p>\n\n\n\n

All the team needs is when adding a new task to the list, indicate what it relates to: Awareness, Acquisition, Activation, Retention, Revenue, Referral and Health. Looking ahead, I will say that the choice of type is closely related to the Impact<\/em> and Total<\/em> fields .<\/p>\n\n\n\n

Reach<\/h4>\n\n\n\n

Reach is your prediction of the number of unique users who will directly interact with your innovation. <\/p>\n\n\n\n