From Backlog to Value: The Art of Managing and Prioritizing Demands

In an agile and dynamic world, where demands are constant and resources are limited, knowing how to prioritize the backlog is an essential skill for any team.

After all, when everything seems urgent and important, how do you decide what really needs to be done first?

In this article, we will explore some techniques and concepts that can help you escape the “backlog apocalypse” and focus on what truly generates value for the business and customers.

The cost of not prioritizing

Before we discuss how to prioritize, it is important to understand the risks of not doing it effectively. When the backlog becomes a wish list without clear criteria, some common problems arise:

• Wasting time and resources on low-impact demands.
• Increasing unnecessary urgencies, where everything turns into an emergency.
• Customer dissatisfaction due to deliveries that do not meet their real needs.
• Team demotivation, as they lack clarity of purpose and direction.
• Misalignment with business strategy.

Thus, more than a good practice, prioritizing is a necessity for any team seeking efficiency and effectiveness in their deliveries.

Prioritization Methods

Fortunately, there are several techniques that can help with this challenge. Let’s look at some of the most commonly used:

MoSCoW Method

This method consists of categorizing demands into 4 groups – Must Have, Should Have, Could Have, and Won’t Have. This helps to separate the essential from the desirable. See an example of the structure of this method in the image below.

Effort vs. Impact Matrix

Here, we evaluate each demand considering the effort required to deliver it and the impact it will have. We prioritize high-impact, low-effort items. See an example of the structure of this method in the image below.

WSJF (Weighted Shortest Job First)

A technique used in SAFe, for corporate environments that require scalable project management. It considers factors such as business value, time sensitivity, cost of delay, risk reduction, and demand size to define priority. It also uses the adapted Fibonacci scale.

Eisenhower Matrix

Formalized by Stephen Covey, who was inspired by a quote from Eisenhower, this matrix divides demands into 4 quadrants (Important and Urgent, Important but Not Urgent, Urgent but Not Important, Neither Urgent nor Important), helping to focus on what truly cannot wait. 

“I have two kinds of problems: the urgent and the important. The urgent are not important, and the important are never urgent.” – Dwight D. Eisenhower, former American president.

The Concept of “Cost of Delay”

More than the value a delivery generates, it is essential to consider the cost of not doing it now.

The longer we delay an important demand, the greater the risks of missing market opportunities, disappointing customers, or compromising quality due to tight deadlines.

Therefore, before postponing a delivery, always ask: “What is the cost of not doing this now?”

Common Prioritization Mistakes

Even when familiar with techniques and concepts, some mistakes are still common when prioritizing:

• Letting the loudest voice in the room win, prioritizing based on influence rather than data.
• Not having clear criteria, making prioritization subjective and intuitive.
• Not involving the team and stakeholders, causing misalignment and rework.
• Thinking everything is a priority, overwhelming the team and diluting focus.

To avoid these issues, it is essential to have a structured prioritization process, with well-defined criteria and the participation of those involved.

Want to Know More About Backlog Prioritization?

If you enjoy the topic and want to dive deeper into the concepts, here are some reading recommendations to enrich your knowledge.

• Escaping the Build Trap: Melissa Perri’s book shows how to avoid the mistake of “delivering for the sake of delivering” and prioritize based on real impact.
• The Lean Product Playbook: Dan Olsen’s book is a practical guide to validating ideas and prioritizing features based on continuous learning.
• Start With Why: Simon Sinek’s book emphasizes the importance of starting any decision with a clear purpose. In the context of backlog, it helps prioritize initiatives aligned with the “why,” avoiding waste and deliveries without real impact.
• Product Backlog Building: Written by Fábio Aguiar and Paulo Caroli, this book is a practical guide to structuring and refining the backlog, ensuring alignment between business, technology, and users.
• Lean Inception: Paulo Caroli’s book presents a practical method for product alignment and MVP definition, ensuring teams choose what truly needs to be prioritized before starting development.
• Agile Estimating and Planning: Mike Cohn’s book is one of the best on how to prioritize, estimate, and plan deliveries in agile environments. It explains techniques such as Business Value, WSJF, and Customer Value Prioritization.
• Continuous Discovery Habits: Teresa Torres’ book shows how to use continuous discovery to prioritize based on real learning, avoiding assumptions and waste.

The art of choosing the right demands

Prioritizing is essential for any team seeking to deliver value consistently and sustainably. More than a wish list, the backlog should reflect the real needs of the business and customers, balanced with available resources.

By using techniques like MoSCoW, WSJF, and the Eisenhower Matrix, and considering concepts like Cost of Delay, teams can make more informed and strategic decisions, avoiding waste and maximizing results.

And remember: prioritizing also means knowing when to say no, so that the yes can be given to what truly makes a difference.

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