general techniques

• Decision analysis

  • Used to identify high value requirements according to the Basis for prioritisation

• Risk analysis

  • Used to ensure the business is not taking undue risk by approaching the prioritisation one way or another. Requirements which pose significant risk may need to be prioritised first.

MoSCoW Analysis

• Must

  • Requirements which must be implemented in order for the solution to be a success.

• Should

  • High-priority requirements which, while not strictly necessary for the solution to be a success would dramatically increase the value of the solution.

• Could

  • Requirements which are better to have than not have but won’t move the needle on the success of the solution.

• Won’t

  • Requirements which after further analysis and prioritisation will not be implemented in the solution.

Timeboxing/budgeting

Once the requirements have been prioritised, they will need to be assigned resources to be completed. This process in and of itself may change the prioritisation and will need to be considered depending on the Basis for prioritisation which has been selected

• All in

  • begin assuming every thing can be completed, remove things until duration of cost budget is met.

• All out

  • Begin assuming nothing can be done. Add things until duration of cost budget is met.

• Selective

  • begin by adding the highest value requirements. Continue until duration or cost budget is met

Voting

It will also be important to understand how the stakeholders and going to give input into the prioritisation. Voting may be necessary.