A backlog can put a small, useful improvement next to a major project and a demanding request with little business value. Looking at all three as an undifferentiated list makes it harder to decide where the team's time should go.
In this Designli Academy lesson, Carlos separates work along two dimensions: the value it creates and the complexity or effort it requires. The resulting four groups give founders a practical first pass at prioritization.
What you'll learn.
- Act on high-value, low-complexity work as your quick wins.
- Give high-value, complex projects a more detailed prioritization discussion.
- Recognize low-value work before it consumes the team's time.
Define value against your business goal.
Value depends on your situation. Carlos ties it to the company's North Star metric and to the value customers perceive in the product. An item earns a high-value position because it helps that goal, rather than simply because someone wants it built.
The other dimension is complexity or effort. Together, these dimensions make it possible to compare the benefit of an initiative with the work it takes to deliver.
Separate quick wins from major projects.
High-value, low-complexity activities are quick wins. Carlos recommends doing these right away: they offer a useful result with relatively little effort.
High-value, high-complexity work belongs in the major-project group. Its complexity does not remove its importance. Carlos observes that, in his experience, many projects land here. Grouping them together lets the team recognize their value and then make a more detailed comparison before choosing their order.
This is why the matrix is a first sorting step. Identifying several important projects still leaves a decision about which one should come first.
Recognize fill-ins and tasks to cut.
Low-value, low-complexity work is labeled fill-ins on the matrix. These tasks can keep a team busy without making much difference to the direction the company wants to take.
Low-value, high-complexity work has a more serious cost. Carlos recommends cutting it because it takes the team's time while producing the same results the business is trying to move beyond.
For a practical review of your own backlog, look especially closely at work in these two groups. Ease of completion does not establish value, and the amount of work already associated with an idea does not establish its importance.
Use the matrix to make the trade-off visible before committing the team. Move quickly on useful, simple work; examine important, complex projects in more detail; and remove demanding tasks that do little for the business goal.
