prioritisation


ay you buy a house that needs renovating from top to bottom. Would you channel Laurence Llewelyn-Bowen and redesign every room overnight, filling it with designer furniture and replacing all the wallpaper? It’s more likely that you’d identify the priority (or most offensive) areas and tackle those first. The dirty old carpet might have to go before you move in, but for now you can live with the 1970s fireplace.


As so much of the prioritisation we do is subconscious, it can be easy to


forget how useful it is as a technique for identifying the relative importance of a whole host of desired requirements, tasks, products and services. They’re all important, but which will deliver the biggest, most immediate benefits?


The MoSCoW technique S


So much to do but not enough time (or money)? This is a common predicament for many of us says Emily Berry who offers a solution


At City & Guilds Kineo we meet clients who’d naturally like to create


bespoke, award winning e-learning but have a limited timeframe and budget. We also meet clients who have ambitious plans for expanding their digital strategy but are subject to a staggered release of funds or constrained by their technical infrastructure for the foreseeable future. It can be tempting to try and squeeze all the desired requirements into the


agreed timeframe or budget, but inevitably the quality of the final outputs will suffer or not be fit for purpose. Also, too much pressure can be put on available resources. Something has to give. So in situations like these, we find it helpful to use a technique known as MoSCoW. This is traditionally used in management, business analysis and


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e.learning age september 2015


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