1.

RICE MODEL

*Reach

The first factor in determining your RICE score is to get a sense of how many people you estimate your
initiative will reach in a given timeframe.

Impact

Impact can reflect a quantitative goal, such as how many new conversions for your project will result in
when users encounter it, or a more qualitative objective such as increasing customer delight.

Intercom developed a five-tiered scoring system for estimating a project’s impact:

3 = massive impact

2 = high impact

1 = medium impact

.5 = low impact

.25 = minimal impact

*Confidence

The confidence component of your RICE score helps you control for projects in which your team has
data to support one factor of your score but is relying more on intuition for another factor.

When determining your confidence score for a given project, your options are:

100% = high confidence

80% = medium confidence

50% = low confidence

If you arrive at a confidence score below 50%, consider it a “moonshot” and assume your priorities need
to be elsewhere.

Effort
All of the factors we have discussed to this point—reach, impact, confidence—represent the numerators
in the RICE scoring equation. Effort represents the denominator.

2.KM strategy is a plan that describes how an organization will manage its information and knowledge
better for the benefit of that organization and its stakeholders. A good IKM strategy is closely aligned
with the organization’s overall strategy and objectives.

A good, clear KM strategy can help to:

increase awareness and understanding of KM in your organisation

articulate the business case and identify potential benefits

gain senior management commitment

attract resources for implementation

communicate good KM practice

give a clear, communicable plan about where you are now, where you want to go, and how to plan to
get there

give you a basis against which to measure your progress,

knowledge audit

A knowledge audit is an investigation of what an organization knows, mapped against user and
organizational needs: it pays attention to the what, where, who, when, how and why of core knowledge
activities, e.g., identification, creation, storage, sharing, and use; it can span an organization or
constituent parts of it.

gap analysis

A gap analysis is a method of assessing the differences in performance between a business' information
systems or software applications to determine whether business requirements are being met and, if not,
what steps should be taken to ensure they are met successfully.
3.The balanced scorecard (BSC) is a strategic planning and management system that organizations use
to:

Communicate what they are trying to accomplish

Align the day-to-day work that everyone is doing with strategy

Prioritize projects, products, and services

Measure and monitor progress towards strategic targets

The name “balanced scorecard” comes from the idea of looking at strategic measures in addition to
traditional financial measures to get a more “balanced” view of performance. The concept of balanced
scorecard has evolved beyond the simple use of perspectives and it is now a holistic system for
managing strategy. A key benefit of using a disciplined framework is that it gives organizations a way to
“connect the dots” between the various components of strategic planning and management, meaning
that there will be a visible connection between the projects and programs that people are working on,
the measurements being used to track success (KPIs), the strategic objectives the organization is trying
to accomplish, and the mission, vision, and strategy of the organization.