Make the trade-off visible before you commit.
Make the decision visible, show what it depends on, and test the risky part first.
Try saying
“Here are the options and evidence. What should we learn before we commit?”
Name the choice
Write down the decision in plain English.
Compare evidence
See what supports or weakens each option.
Choose a test
Turn uncertainty into a small next step.
Priority Poker
What this is for
Help a team compare a small set of product bets without letting seniority, confidence, or the first opinion anchor everyone else.
When this helps
- The loudest person sets the roadmap.
- Averages hide that functions disagree for important reasons.
- Priority meetings produce a score but no shared rationale.
How it works
A round contains 2–30 existing workspace items. Each participant scores every item from 1 (not now) to 5 (must matter) before the results are revealed. Specky stores the individual vote for the signed-in user and shows an anonymised count, average, and distribution. The score does not replace judgment: a wide spread is a prompt to inspect evidence, constraints, and assumptions together.
Before you start
- Two to thirty opportunities, features, tickets, objectives, or roadmap items.
- People who understand different sides of the decision.
- A shared decision horizon, such as the next six weeks or quarter.
- Evidence attached to the options when available.
What you should see
- A saved round with one independent vote per person and item.
- An anonymised 1–5 distribution and average for each option.
- Visible disagreement the group can explain before choosing.
- A decision trail that can continue into capacity planning and the Decision Log.
Try it now
- Open Plan → Priority Poker.
- Name the round after the decision and horizon, for example “Q4 activation bets.”
- Select a focused set of 2–30 comparable items; six to eight is usually enough for one discussion.
- Ask each participant to score independently: 1 means not now, 3 means plausible, and 5 means this must matter in the chosen horizon.
- Reveal only when the group is ready. Start with the widest spread and ask what evidence or constraint produced the difference.
- Record the decision and carry the selected items into Capacity planning.
A real example
Sales gives enterprise export a 5 because it blocks two late-stage deals. Engineering gives it a 2 because permissions are unresolved. The 3-point spread exposes the real decision: validate the permissions model and deal value before promising the export, rather than arguing over the average.
Your next move
Test the winning set against delivery reality in Capacity Planning.
Ready to apply this?
Start with your own product and keep the first read grounded. You can create an account after you see the result.