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"Low hanging fruit" is only there until someone has picked it all, then all that's left is the grind to get the higher fruit. This is something I see mgmt faili
by maerF0x0 6y ago
"Low hanging fruit" is only there until someone has picked it all, then all that's left is the grind to get the higher fruit. This is something I see mgmt failing to understand over and over. A certain team comes through, does some small tweaks to get 10x throughput (over, say, a week). Then they're confused why they can't just get another 10x gain in a week.
First of all 10x on 10x is doing 9x the work the original team did
Presuming the team sorted the effort-reward ratio tasks, the only things left in the project will be harder than the first team tackled.
- montroser 6y agoThe effort-value matrix is a magical thing. We use it to prioritize everything at all levels of scale. Yearly initiatives, quarterly goals, what to do this week, bugs, new hires, bizdev prospects, technical approaches,etc, etc. If people disagree on where a thing should sit in the matrix then a productive discussion usually ensues. If a thing is really valuable and really hard, we break it into smaller pieces. If someone's pet project is lower value than other easier things, we deprioritize it with no hard feelings. It's crazy to me that the effort/value matrix is not a core part of tools like JIRA/Trello. Subtask[1] does a pretty good job with this though. [1]: https://subtask.co https://subtask.co