RICE and DRICE and other methods that assign numbers to qualities that are guesses gives one a false sense of certainty and precision. When opportunities are reduced to a single numerical value, how often are the inputs re-examined? Conditions and capabilities change constantly, which might cause you to assign different numbers to the inputs today. Don’t reduce uncertainty and complexity to a single number.

Starts with understanding the company’s vision, strategy, and current goals (as set by strategy deployment).

1. Does this broaden or deepen PMF? Do we have enough evidence to say with a degree of certainty that this feature will attract new customers and/or create significant additional value for existing customers?
2. Does this advance current product goals?
   1. If so, great
   2. If not, is it in line with longer-term product strategy?
      1. If so, can and should we do it knowing that solving the opportunity will take resources away from advancing current product objectives? (Is it a good enough opportunity and do we currently have the capacity and capabilities needed to create the solution?)
      2. If not, is the opportunity so good that we should alter our desired future value proposition (ie, vision) and with that, our strategy, in order to pursue this opportunity?
3. What are the hypothesized benefits and impacts of delivering a solution for this opportunity?
   1. for the company?
   2. for our customers?
4. Is the solution viable?
5. What is the estimated cost of delivering this solution, including opportunity cost?
6. What is the cost of delay?