# Impact-Effort Matrix

> Rate options by value and effort, then start with the quick wins.

Chapter II, Decision making · 2.05 · Origin: Lean and quality improvement practice · Time: 15 to 30 min · Solo or group

**Use it when** you have more ideas than time and need an order of work.

Interactive workspace: https://kogu.tools/tools/impact-effort-matrix

## Abstract

When the list of ideas is long, whatever is loudest or most recent tends to get done first. This matrix asks two plainer questions about each option: how much would it help, and how much work would it take?

Those two answers split the list into four groups. Quick wins give a lot for little effort. Major projects give a lot but need planning. Fill-ins are small and cheap. Thankless tasks cost a lot and return little, so they're usually worth dropping.

## Method

1. **Name the goal.** Impact only means something against a goal, so write down what you're trying to improve before you score anything.
2. **List the options.** Collect the tasks or ideas competing for your time. Make each one concrete enough to estimate.
3. **Estimate impact.** For each option, judge how much it would move the goal. Comparing options with each other is easier than using an absolute scale.
4. **Estimate effort.** Judge how much time and money each option would take. Ask the people who'd do the work.
5. **Pick an order.** Do the quick wins first and plan the major projects properly. Keep fill-ins for spare moments and question every thankless task.

## When to use it

- Your backlog is too long to do everything on it.
- A team needs a visible way to agree on what comes next.
- You want to find cheap improvements before committing to a big project.

## Common pitfalls

- Scoring without a goal. Impact drifts toward whatever sounds exciting.
- Underestimating effort. Most work takes longer than it looks, so some quick wins turn out to be major projects.
- Doing only quick wins. They feel productive, but the big projects often hold most of the value.
- Treating the positions as precise. They're rough judgements meant to start a discussion.

## References

- Gray, D., Brown, S., & Macanufo, J. (2010). Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers. O'Reilly Media.