The scorecard helps you compare the opportunities you've discovered. Complete one for each candidate, then place them together. Give each rating a reason, an evidence basis, and its remaining uncertainty. Keep the possible business outcome distinct from the cost and time of the first learning step. If a rating can't yet be supported, mark it unknown and gather what you need before calculating a complete total.
Candidate and relevant map cells: __________
Possible business outcome: __________
First step being compared, including scope and exclusions: __________
| Dimension | Score 0–5 | Reason and evidence for the score | Unknowns or disagreement |
|---|---|---|---|
| Business impact | |||
| Likelihood of success | |||
| Adoption friction, where 5 is favorable | |||
| Time to evidence, where 5 is fast | |||
| Cost and risk, where 5 is favorable |
Hard gates: If impact or adoption friction is 0 or 1, or likelihood of success is 0, stop the candidate as scored, whatever the total.
Total: __________ / 25, calculated only when all five whole-number ratings are supplied.
Provisional portfolio position: Run—this week / Run—two weeks / Invest after evidence / Not yet
Apply the gates first. Otherwise, 21–25 gives RUN — THIS WEEK; 17–20 gives RUN — 2 WEEKS; 13–16 with business impact at least 4 gives INVEST AFTER EVIDENCE; all other combinations give NOT YET. These are arithmetic bands on the supplied ratings. They verify nothing and approve no investment.
Reason for the comparison and any close or disputed ratings: __________
Owner's next choice: Bounded test / Prepare or measure first / Defer
Why this choice, given evidence, permission, and capacity: __________
Alternatives deferred and each re-entry condition: __________
Decision owner and review date: __________
Use the choice to complete A.3 if you're ready for a learning step. A high total can still lead to a baseline-only decision or a wait. Record a deferral and its condition in A.4 rather than treating the band as an instruction to begin.