New to working out value?
Five quick questions. Answer as many as you like. Answers go to the app’s author through a Google Form. No names or emails are collected, so please don’t type any.
Six steps: start from what’s going wrong for your team, log where the time goes, put a number on each idea, pick the cheapest one that works, then prove it and ask for the go-ahead.
Tap a row to open it. Tap ? for help. Rough numbers are fine if you can say where they came from.
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Don’t start from a tool. Start from a target your team is missing: a number your manager already watches and isn’t happy with. Then every hour you save has somewhere useful to go.
Not sure what your team’s targets are? Ask your manager: “Which of our numbers worries you most at the moment?”
Don’t start from an idea. Start from where the time goes. First write down your guess. Then, for one week, jot down how long two or three tasks that come round again and again really take. The gap between your guess and the log is worth knowing: most people guess low.
Can’t log it yourself, or it’s other people’s time? Your manager often already knows how long it takes, how many people do it, and what an hour of their time costs. The button copies a short message asking for exactly that.
One card per idea. The hours come from your log, so every idea starts with a real number. “Will they use it?” matters as much as the hours: an idea nobody uses saves nothing.
Cheapest that works: ask in order. Would a saved prompt do it? If not, a notebook or a custom bot? Only then an agent or workflow.
Before you can pick an idea, say what number would move if it worked. If you can’t name one, you won’t be able to show it worked.
“None worth building” is a real result. Saying so, with your reasons, is better than building something nobody needs.
Write two versions. The north star is what you’re aiming for. The MVP is the smallest version you could build and test in a day. Put the numbers on the MVP, not the north star: small numbers you can check beat big ones you can’t.
Pair check: is the north star exciting enough? Is the MVP small enough?
Liked, Learned and Used fill in once your trial is running.
Count everything, not just the licence. People’s time is the cost most business cases forget.
Not sure what an hour costs? Ask your manager or HR for the salary, add what the employer pays on top (pension, NI), and divide by the hours worked in a year.
How you could find out: one question after someone uses it (“How useful was that, 1 to 5?”), or a quick poll at a team meeting.
In their words
Do people know it exists, how to use it, and when not to trust it? Count someone only if they could show you, or passed a quick check.
How you know
This is where most projects stall. Count real use, not sign-ups: who used it in the last month, and how often.
Source
If your project saves time for the people using it, ask them. A five-minute questionnaire works. Everyone who doesn’t reply counts as no change, so chase the replies. For the people whose time is saved, a short interview is even better.
One card per result. For each, work through three steps: what changed, how much of it was down to your project, and what it is worth.
Real results you can’t honestly turn into money. Report them next to the number, never inside it.
You’re too close to your own numbers. Swap with a partner: each of you tries to knock holes in the other’s figures. The button turns your assumptions and every number you credited into questions they can ask you.
Turn your idea into a claim you could be wrong about: doing X will lead to Y, because Z. Then name the riskiest assumption, the one result that would show it, and the early sign you’d see in week two.
“Draft it” fills any empty box from your earlier steps. Change the words until they sound like you.
If you only work out the value at the end, there’s no baseline, so you guess, and nobody believes a guess. Instead, your tool asks two questions at the end of every use and logs the answers itself.
Each answer is discounted by how sure the person is. This is the Phillips ROI method: 20 minutes, fairly sure, counts as 10.
Remember it as PROVE: Problem picks the question · Record two answers each use · Only count what’s sure · Value adds up in the log · Everything else beside the number.
More confidence, less stress: real, but not priced. List them next to the number, never inside it.
Lead with the ask. Your manager should understand what you want, what it costs and what it’s worth within a minute. Scale the case to the decision: a small trial needs a light case, not a report.
Ask the manager of the people whose work changed. They know what an hour costs and whether the before-and-after numbers are fair. Best done twice: agree the measures and hourly costs before launch, then sign off the result.