This is simply keeping the product backlog prioritised based on delivering maximum value to the customer. As new items are added to the backlog, they are compared to current items on the backlog in terms of business value. While this is an ongoing process throughout the project, this approach ensures that the most valuable features are delivered first, maximizing return on investment and customer satisfaction.
We have crafted a list of our top 10 customer value prioritization techniques you can use when assessing your backlog of features. This should be done during backlog grooming or story mapping sessions. The priority will also need to take into consideration scheduling constraints, dependencies within features, and architecture requirements.
1. MoSCoW
The MoSCoW method is a prioritization technique used in project management and product development to help teams decide which features or requirements to include in a project—especially during MVP (Minimum Viable Product) planning.
The name MoSCoW comes from the first letters of each priority category: Must Have, Should Have, Could Have, and Won’t (or Would) Have. It provides structure and clarity when deciding what’s essential versus optional, ensuring teams focus on delivering maximum value within time and resource limits.
The 4 Categories of the MoSCoW Model
1. Must Have
These are non-negotiable requirements. Without them, the product or project fails to deliver its core purpose. They are essential for the MVP to function or for the business to meet its minimum objectives.
Example: Login functionality in a user account system.
2. Should Have
These are important but not critical. The product can still function without them in the initial release, but they add significant value or efficiency. They’re typically the next priority after Must Haves.
Example: Password reset via email.
3. Could Have
These are desirable but optional. They can improve user experience or add polish, but are not vital to core functionality. They’re often implemented if time and budget allow.
Example: Dark mode or UI customization options.
4. Won’t (or Would) Have
These are nice-to-have features that are explicitly out of scope for the current release but may be considered later. Defining these upfront prevents scope creep and manages expectations.
Example: Integration with third-party analytics tools.
It is highly effective and straightforward for getting the business to convey its priorities.
>> More information on MoSCoW from All About Agile
2. Simple Schemes
One of the simplest ways to prioritize is using basic labels or numerical rankings like High/Medium/Low or Priority 1/2/3. While this is easy to understand, it can lose meaning if everything becomes “high priority.” To maintain clarity, it’s crucial to define clear criteria for each level—for example:
- Priority 3: Nice-to-have or long-term enhancements.
Simple schemes work best for small teams or projects where speed and clarity are more important than detailed analysis. - Priority 1: Critical to business goals.
- Priority 2: Important but can wait for the next iteration.
>> More information on Simple Schemes from Leading Answers
3. Monopoly Money
Here, stakeholders receive imaginary “money” equal to the project’s total budget and are asked to distribute it across features based on importance. For example, if a stakeholder gives $50 to Feature A and $20 to Feature B, it clearly signals which functionality they value most. This approach works best for feature prioritization, not for full backlogs, because stakeholders tend to overlook documentation or internal tasks. It helps visually demonstrate where perceived value lies and encourages meaningful discussions about trade-offs.
>> More information on Monopoly Money
4. 100-Point Method
Developed by Dean Leffingwell and Don Widrig, the 100-Point Method gives each stakeholder 100 points to assign across features; however, they choose. They can split them evenly, distribute by importance, or even place all 100 points on one feature if that’s their top priority. After tallying everyone’s votes, the team sees a quantified view of stakeholder preferences. It’s a quick and democratic way to determine which features carry the most weight across the team or organization.
>> More information on the 100-Point Method from the Modern Analyst
5. Kano Analysis
Kano Analysis classifies product features based on their impact on customer satisfaction. It separates features into four categories:
- Delighters/Exciters: Unexpected features that delight users.
- Satisfiers: Features customers explicitly want.
- Dissatisfiers: Basic requirements that must exist to avoid frustration.
- Indifferent: Features that make no noticeable difference to satisfaction.
This will help convey the features that bring the most customer satisfaction. Please see the image below for reference.
>> More information on Kano Analysis by Tyner Blain
6. Dot Voting or Multi-Voting
Each stakeholder is given a set number of votes or dots (usually about 20% of the total number of items) to distribute across features. For example, if there are 50 items, each person gets 10 votes. They can place all votes on one item or spread them out. After everyone votes, the results show a collective view of perceived priorities. It’s fast, democratic, and works especially well for workshops, sprint planning, or backlog refinement sessions.
>> More information on Dot Voting from Dotmocracy
7. Requirements Reviews
Also known as backlog grooming or refinement, this approach involves regularly reviewing and reprioritizing backlog items. The customer or product owner is responsible for setting priorities and ensuring the backlog remains aligned with business goals. Meanwhile, the delivery team provides estimates, helping balance cost versus benefit. This ongoing collaboration ensures the most valuable items are always tackled first and that the backlog remains realistic and actionable.
>> More information on Requirements Reviews from Bridging the Gap
8. Minimal Viable Product (MVP)
When planning releases of a product, the releases need to deliver value to the business. For this reason, the MVP needs to be defined, identifying what features need to be included to make the product functional, and then plan releases around the MVP. MVP is also called MMF (minimum marketable feature), which means the product is complete enough that it brings value but yet still small enough that it is clear that it is not complete.
9. Relative Prioritisation/Ranking
Regardless of how the backlog is prioritised, the end goal is to understand the stakeholders’ priorities in regards to the features. With relative prioritisation, it simply organises features by number 1, 2, 3, etc. This makes it easier to define a minimum viable product by simply saying 1-6 need to be done to create the MVP. When new items are added to the list later on in development, they will need to replace a current item in the MVP list or move down the priority of the item from 5 to 6. This helps give the team a clear understanding of what needs to be done to complete the project.
>>More information on Relative Prioritisation
10. Cost of Delay (CoD)
Cost of Delay is a more advanced, value-driven prioritization technique that measures the economic impact of delaying a feature or project. It combines urgency and business value to determine what should be done first. Teams ask: “What is the cost to the business if we don’t deliver this now?” Features with a higher cost of delay are prioritized first. It’s particularly powerful when combined with Weighted Shortest Job First (WSJF), which divides the cost of delay by the effort required, helping maximize ROI on limited resources.
>> More information on Cost of Delay from Scaled Agile Framework (SAFe)
Conclusion
Effective prioritization is the cornerstone of successful Agile delivery, ensuring teams focus on features that deliver maximum customer value. The ten methods outlined above provide diverse approaches suited to different project contexts and organizational maturity levels. Whether you’re planning an MVP with relative prioritization or conducting stakeholder alignment through dot voting, the key is selecting techniques that match your team’s needs and capabilities.
Remember that prioritization isn’t a one-time activity but an ongoing process requiring regular refinement as market conditions and customer needs evolve. By implementing these proven methods consistently, product teams can maximize ROI, enhance customer satisfaction, and deliver meaningful value with every sprint.
Customer Value Prioritisation Methods FAQs
What are prioritization techniques?
These are techniques you use to determine the sequence you want to implement features or projects. There are different techniques depending on the requirements and stage of the project, from determining the MVP to Business value.
How do you prioritize in Agile?
In Agile, the product owner is responsible for maintaining their product backlog in a linear fashion. The reason for this is that the development team should always take the top item in the backlog to work on next.
Who prioritizes the backlog?
In Agile companies, the product owner or product manager is responsible for prioritizing the backlog. This should be done with the tech lead and scrum master so they can understand the reasoning and convey the message to the development team.
Customer value vs business value prioritization methods?
Assess features based on delivering maximum value to the customer, such as Kano Analysis. Business value could include meeting regulations or internal requirements. An example of this would be Monopoly Money.
Suggested articles:
- Agile vs. Waterfall: Choosing the Right Methodology for Your Project
- Agile Project Management Guide (Skills & Methodologies)
- Don’t Misapply the Principles of Agile Methodology
Shane Drumm, holding certifications in PMP®, PMI-ACP®, CSM, and LPM, is the author behind numerous articles featured here. Hailing from County Cork, Ireland, his expertise lies in implementing Agile methodologies with geographically dispersed teams for software development projects. In his leisure, he dedicates time to web development and Ironman triathlon training. Find out more about Shane on shanedrumm.com and please reach out and connect with Shane on LinkedIn.