The scoring conversation

This conversation helps you understand why people see the same opportunity differently. Bring together the process owner, representative users, an economic owner, and someone responsible for risk. Let users speak before the most senior leader so the group can hear how the proposed change would meet actual work.

Discuss one dimension at a time and ask for the reason behind the rating. If finance sees impact at five and operations sees it at two, find out what each group expects to improve. If leadership sees adoption at five and users see it at one, spend time there. That difference may explain more about the opportunity than the final total.

Record the disagreement and its uncertainty instead of averaging it away. When two candidates are close, consider whether a one-point change in a disputed rating would change their order. The owner can then explain the choice, including any preparation, narrower scope, or deferral. Keep that explanation with the comparison.