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1. 根据重要紧急，划分为P0\P1\P2\P3；

   1. 重要性的标准：是否为公司战略业务、预计创造的量化业务价值（或如果缺失的损失金额）,业务阻断性、流程完整性，对外合作影响范围涉及品牌形象此类;

   2. 紧急性的标准：如果延迟30天、60天，对业务的量化影响；

   3. 据此分为：P0-重要且紧急、P1-重要不紧急、P3-紧急不重要、P4-不重要不紧急 四个级别；

   4. 需求由产品经理和业务线共同提出，必须回答以上量化的问题；

2. 根据开发的工作量从少到多，分为A、B、C，A为工作量最少、C为最多，工作量由产品和开发同事计算；

3. 根据P0\P1\P2\P3和ABC，设定优化级顺序，最优先为P0A（低垂的果子）、最滞后为P3C（投入大效果低）

1.Priority Classification: Requirements are categorized into P0, P1, P2, and P3 based on importance and urgency:

• • Importance Criteria:

    • Alignment with company strategic initiatives.

    • Quantifiable business value it is expected to generate (or potential loss if unmet).

    • Business disruption, process completeness, and impact on external partnerships or brand image.

  • Urgency Criteria:

    • Quantifiable business impact if delayed by 30 or 60 days.

  • Priority Levels Explanation:

    • P0: Important and urgent.

    • P1: Important but not urgent.

    • P3: Urgent but not important.

    • P4: Neither important nor urgent.

  • Requirements must be jointly proposed by product managers and business lines, with quantified answers to the above criteria.
  • Development Workload Classification:

2.Categorized into A, B, and C based on workload:

• • A: Minimal workload.
  • B: Moderate workload.
  • C: Maximum workload.

3.Workload is estimated collaboratively by product managers and development teams.

4.Optimization Priority:

• • Prioritization is determined by combining priority levels (P0, P1, etc.) with workload classifications (A, B, C).

  • The highest priority is P0A (low-hanging fruit), while the lowest priority is P3C (high input, low impact).

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2、总体流程（Overall Process）：

• 需求提出：由专属产品经理和业务负责人共同提出，提需求时即包括重要紧急的量化分析；
• 开发量评估：由专属产品经理和开发人员共同估算；
• 基于以上两项，形成优先级顺序，形成开发计划；
• 每周度review计划的进展和优先级调整；(周例会)
• 形成月度或季度需求台账；（版本号规范）

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