Tools › Prioritization › ICE Calculator
ICE Calculator
The ICE score is a lightweight prioritisation method for teams that want to rank a long list of ideas quickly. Each factor (Impact, Confidence and Ease) receives a score from 1 to 10, and their product determines priority. The higher the ICE score, the sooner you tackle the idea.
ICE Calculator: how does it work?
ICE = Impact × Confidence × Ease. Impact: how much effect do you expect this idea to have on your goal (1 = little, 10 = enormous)? Confidence: how certain are you of your estimates for Impact and Ease (1 = guessing, 10 = proven data)? Ease: how easy is it to implement this idea (1 = very heavy, 10 = very simple)? Fill in all three factors for each idea and rank by score. Discuss the scores as a team to build shared understanding — the conversation is at least as valuable as the result.
Example
Idea A: an onboarding email sequence. Impact 8 (expected rise in activation), Confidence 7 (similar campaigns worked), Ease 6 (template available). ICE = 8 × 7 × 6 = 336. Idea B: a brand-new dashboard. Impact 9, Confidence 4 (uncertain about adoption), Ease 2 (months of work). ICE = 9 × 4 × 2 = 72. Despite the higher expected impact, Idea A wins thanks to certainty and feasibility.
Frequently asked questions
What is the difference between ICE and RICE?
RICE adds a fourth factor: Reach (how many people does it affect). ICE is simpler and faster to apply, while RICE is better suited when reach varies greatly between ideas, such as in large products with diverse user groups.
Are the ICE scores not too subjective?
Subjectivity is inherent in every prioritisation method. The power of ICE lies in making assumptions discussable: comparing and arguing scores in the team builds shared understanding. Calibrate scores by using a well-known idea as a reference point (anchor).
How do I use the outcome to prioritise?
Sort your idea list by ICE score from high to low and tackle the top items first. Use the score as a starting point for a team discussion, not as an absolute judgement. External factors such as strategic fit or dependencies may justify deviating from the ranking.
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