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Max Verstappen makes Red Bull feelings clear as on-board Italian GP footage broadcast

Max Verstappen made a 6.2s pit stop in Monza

Max Verstappen punched his steering wheel in anger after a slow pit stop at the Italian Grand Prix added to his weekend’s troubles.

Lining up seventh on the Monza grid, Verstappen admitted it would be difficult to make inroads into the big points-scoring positions given his “not driveable” RB20.

Max Verstappen: There’s no excuse

Additional reporting by Thomas Maher and Sam Cooper

He made up one position on the opening lap as he benefitted from George Russell’s trip through the Turn 1/2 run-off bollards but from there sat behind Lewis Hamilton.

Red Bull told him not to worry as, starting on the hard tyres, he was running longer than those around him and would make gains as the race continued. However, that came to naught in a slow first pit stop as his Red Bull mechanics struggled to get his rear-right tyre off.

Stationary for 6.2s, Verstappen was caught on camera punching his steering wheel twice as he made his way down the pit lane to rejoin the race, again behind Hamilton.

Asked by the media, including PlanetF1.com, if Red Bull were not firing on all cylinders, he replied: “I think, today and this weekend, we were weak on a lot of fronts. And a pit stop like that is not ideal.”

Red Bull and Max Verstappen’s championship leads under threat

👉 Max Verstappen makes major declaration over both F1 titles after alarming Monza display

👉 The updated Drivers’ and Constructors’ standings after the Italian Grand Prix

Verstappen went onto finish the Grand Prix in sixth place, crossing the line 38s down on the winning Ferrari of Charles Leclerc .

Such were his troubles throughout the 53-lap Grand Prix, Hamilton in fifth was 15 seconds clear in what turned out to be a lonely race for Verstappen.

“The car is undriveable,” Verstappen lamented. “It’s a massive balance problem that we have. And of course, not only over one lap, but also in the race.

“It doesn’t matter how many weeks, we have to just keep pushing and work that out.

“There’s no excuse.”

His troubles, though, didn’t end with an undriveable car and a slow pit stop, he also had battery problems that led a snappy radio message to Red Bull.

“Can the people in the background please be awake? I know this is a sh*t position, but it’s important,” Verstappen said over the radio.

Asked to explain that, he said: “It had to do with my battery percentage, because there are certain levels where you are at in certain modes that you use. And basically I see the battery, of course, topping up, and at one point then maybe you can go into a faster mode.

“So I asked, and then they’re like, ‘Oh yeah, you can’.

“Come on! These are obvious things that they need to be on top of. I know that I’m not racing anyone, but that shouldn’t matter. It’s still in an F1 race where you have to maximise everything at specific tracks coming up.”

Scoring eight points to Lando Norris’ 16, Verstappen’s lead in the Drivers’ standings is down to 62 points while Red Bull are only eight ahead of McLaren with eight races remaining.

Read next: Follow PlanetF1.com’s WhatsApp channel for all the F1 breaking news!

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Migrants tried to board school buses in Southern California, officials say

by RAY LEWIS | Crisis in the Classroom

JAMUL, Calif. (CITC) — A California school district said Wednesday it contacted Border Patrol after multiple individuals tried to board its buses.

The Jamul-Dulzura Union School District, which covers parts of San Diego County, wrote in a letter to families that people on two occasions recently tried to stop or board the buses.

“First I want to say thank you to our bus drivers for keeping our students safe and to the parents who helped to ensure the bus was not boarded,” Superintendent Liz Bystedt said. “I am thankful to our community for keeping their eyes open and being a part of the solution."

The district will continue working with law enforcement, Bysted wrote, noting it has also been in contact with the San Diego County Sheriff’s Office and California Highway Patrol.

Additional “protocols” are in place, and the district’s transportation director followed the buses the following day to make sure everybody got home safely, according to the superintendent.

“JDUSD is committed to keeping our students, families, and staff safe at all times,” Bysted said.

The San Diego Sheriff's Office said Thursday that after investigating, it determined no crime was committed because nobody attempted to "forcefully" stop or enter the buses.

"It is not uncommon for community volunteers and charitable organizations to provide resources in these parts of the county, some of which operate vehicles similar to school buses," the office noted.

The San Diego Sheriff's Office also said it would provide extra patrol for the two routes both Thursday and Friday to ensure student safety.

San Diego County Supervisor Jim Desmond wrote on social media Wednesday that the people trying to board the buses were immigrants living in the country illegally.

“Today, two illegal immigrants attempted to board a school bus meant for transporting children. This is what happens when you have open borders,” he posted on X. “Over 250,000 illegal immigrants have entered San Diego in the past year, and this is just one more example of the chaos we're facing. Thousands continue to pour in every single day.”

Rep. Darrell Issa, R-Calif., suggested the Biden administration is to blame for the incident.

“Under Biden-Harris, the border is not secure and now East County school children are at risk,” he wrote on X. “Enforce the law. Secure the border. Let our children get to school safely.”

The White House has pointed to President Joe Biden’s executive orders limiting immigration at the southern border when defending the administration’s record.

Have questions, concerns or tips? Send them to Ray at [email protected] .

Feature prioritization template

Prioritize features using data and trusted frameworks

Use this template to make informed decisions and prioritize features based on a combination of guided principles and data. The feature prioritization template empowers product managers to guide prioritization decisions with two tried and true frameworks: MoSCoW and RICE.

We recommend using the MoSCoW method for prioritizing features that take your product from 0 to 1, or pre-product market fit.

RICE scoring is best for prioritizing features that take your product from 1 to N, or post-product market fit.

The feature prioritization template helps you:

• Clearly outline your priorities
• Get aligned with stakeholders on priorities and next steps
• Mitigate risk using proven methods and data-driven decision making
• Make efficient use of resources

How to use the feature prioritization template

To use Mural’s feature prioritization template with your team, follow the steps outlined below.

1. Prepare by answering the four questions

The first step in feature prioritization is to make sure you have answers for the following questions:

• Do you have a solid strategy and clear prioritization criteria?
• Are you chasing a trend or will this have lasting impact?
• Who are you mainly listening to? The loudest speaker or biggest customer?
• Are you only responding to your competitors’ features (feature parity)?

2. Determine the best framework for current state

Next, determine which stage of the process best fits your journey: Is this a pre-market exercise? If so, it’s best to use the MoSCoW method. Is this about scaling an established solution? Then you should use the RICE scoring model.

MoSCoW method

The MoSCoW method is a prioritization technique used in project management and product development to categorize requirements or features based on their importance and urgency. The acronym "MoSCoW" stands for:

• Must have : These are the requirements or features that are critical and essential for the project's success. They are considered non-negotiable and must be delivered within the specified timeframe.
• Should have : These requirements or features are important but not critical for the project's immediate success. They are considered high-priority items that should be included if possible, but their omission would not jeopardize the project's overall viability.
• Could have : These requirements or features are desirable but not necessary for the project's core functionality. They are considered nice-to-have items that can be included if time and resources permit.
• Won't have (this time) : These are the requirements or features that are explicitly excluded from the current project scope. They are considered low-priority or non-essential items that will not be addressed in the current iteration or release.

The MoSCoW method helps teams prioritize and make decisions about which requirements or features to focus on, especially when faced with limited time, resources, or tight deadlines. It provides a framework for stakeholders to align their expectations and make informed decisions about what is critical, important, or optional for the project's success.

RICE scoring model

The RICE scoring model is a prioritization framework used to evaluate and rank ideas, features, or projects based on their potential impact, effort required, confidence level, and reach. The acronym "RICE" stands for:

• Reach : This factor measures the number of users or customers who will be affected by the idea, feature, or project. It quantifies the potential reach or audience size. For example, if a feature will impact all users, the reach score would be high.
• Impact : This factor assesses the potential impact or benefit that the idea, feature, or project will have on users or the business. It quantifies the expected positive outcomes, such as increased revenue, improved user experience, or enhanced efficiency. The impact score reflects the magnitude of the expected impact.
• Confidence : This factor represents the level of confidence or certainty that the team has in the estimates for reach and impact. It takes into account the availability of data, user research, market analysis, or any other relevant information that supports the estimates. The confidence score reflects the reliability of the reach and impact assessments.
• Effort : This factor evaluates the level of effort, resources, and time required to implement the idea, feature, or project. It considers factors such as development complexity, design work, testing, and any other necessary tasks. The effort score reflects the estimated workload or investment needed.

Each factor is assigned a score from 1 to 10, with 10 being the highest. Once the scores for each factor are determined, they are multiplied together to calculate the RICE score:

RICE Score = Reach x Impact x Confidence / Effort

Higher RICE scores indicate higher priority items that are expected to have a significant impact, reach a large audience, and require relatively less effort.

3. Capture any questions, ideas, and other considerations

After you’ve gone through the appropriate exercise, make sure that you give space to your team to brainstorm any related ideas, answer questions, and record other considerations that may factor into the success of your feature(s).

Tips for running a feature prioritization template exercise

To get the most out of the Mural feature prioritization template, built by the Product School of Silicon Valley, you should:

• Before bringing the team together, go through the four questions at the beginning of the template to make sure you’re prepared and can make the group effort as effective and rewarding as possible
• Use tools like anonymous voting and private mode to get honest feedback and determine next steps, as well as avoid groupthink when brainstorming
• Once you’ve conducted your exercise, share it with stakeholders to make sure you have broad alignment and a clear vision for next steps

How to create a Feature prioritization template

Mural makes it easy to collaborate visually and make informed decisions.

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Add more productivity and engagement to meetings and calls with features to guide collaboration.

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Add ideas, action items, and more as a sticky note or text box — then change the colors and cluster to identify patterns and new solutions.

Anonymous voting

Gain consensus and reach alignment quickly, either in real time or asynchronously.

Private mode

Avoid groupthink and get authentic feedback by allowing collaborators to add content privately.

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Seamlessly add visual collaboration to meetings with Microsoft Teams, Webex, and Zoom integrations.

Feature prioritization template frequently asked questions

What are the benefits of a feature prioritization template, how do you prioritize features.

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MoSCoW Prioritization

What is moscow prioritization.

MoSCoW prioritization, also known as the MoSCoW method or MoSCoW analysis, is a popular prioritization technique for managing requirements. 

  The acronym MoSCoW represents four categories of initiatives: must-have, should-have, could-have, and won’t-have, or will not have right now. Some companies also use the “W” in MoSCoW to mean “wish.”

What is the History of the MoSCoW Method?

Software development expert Dai Clegg created the MoSCoW method while working at Oracle. He designed the framework to help his team prioritize tasks during development work on product releases.

You can find a detailed account of using MoSCoW prioritization in the Dynamic System Development Method (DSDM) handbook . But because MoSCoW can prioritize tasks within any time-boxed project, teams have adapted the method for a broad range of uses.

How Does MoSCoW Prioritization Work?

Before running a MoSCoW analysis, a few things need to happen. First, key stakeholders and the product team need to get aligned on objectives and prioritization factors. Then, all participants must agree on which initiatives to prioritize.

At this point, your team should also discuss how they will settle any disagreements in prioritization. If you can establish how to resolve disputes before they come up, you can help prevent those disagreements from holding up progress.

Finally, you’ll also want to reach a consensus on what percentage of resources you’d like to allocate to each category.

With the groundwork complete, you may begin determining which category is most appropriate for each initiative. But, first, let’s further break down each category in the MoSCoW method.

Start prioritizing your roadmap

Moscow prioritization categories.

1. Must-have initiatives

As the name suggests, this category consists of initiatives that are “musts” for your team. They represent non-negotiable needs for the project, product, or release in question. For example, if you’re releasing a healthcare application, a must-have initiative may be security functionalities that help maintain compliance.

The “must-have” category requires the team to complete a mandatory task. If you’re unsure about whether something belongs in this category, ask yourself the following.

If the product won’t work without an initiative, or the release becomes useless without it, the initiative is most likely a “must-have.”

2. Should-have initiatives

Should-have initiatives are just a step below must-haves. They are essential to the product, project, or release, but they are not vital. If left out, the product or project still functions. However, the initiatives may add significant value.

“Should-have” initiatives are different from “must-have” initiatives in that they can get scheduled for a future release without impacting the current one. For example, performance improvements, minor bug fixes, or new functionality may be “should-have” initiatives. Without them, the product still works.

3. Could-have initiatives

Another way of describing “could-have” initiatives is nice-to-haves. “Could-have” initiatives are not necessary to the core function of the product. However, compared with “should-have” initiatives, they have a much smaller impact on the outcome if left out.

So, initiatives placed in the “could-have” category are often the first to be deprioritized if a project in the “should-have” or “must-have” category ends up larger than expected.

4. Will not have (this time)

One benefit of the MoSCoW method is that it places several initiatives in the “will-not-have” category. The category can manage expectations about what the team will not include in a specific release (or another timeframe you’re prioritizing).

Placing initiatives in the “will-not-have” category is one way to help prevent scope creep . If initiatives are in this category, the team knows they are not a priority for this specific time frame. 

Some initiatives in the “will-not-have” group will be prioritized in the future, while others are not likely to happen. Some teams decide to differentiate between those by creating a subcategory within this group.

How Can Development Teams Use MoSCoW?

  Although Dai Clegg developed the approach to help prioritize tasks around his team’s limited time, the MoSCoW method also works when a development team faces limitations other than time. For example: 

Prioritize based on budgetary constraints.

What if a development team’s limiting factor is not a deadline but a tight budget imposed by the company? Working with the product managers, the team can use MoSCoW first to decide on the initiatives that represent must-haves and the should-haves. Then, using the development department’s budget as the guide, the team can figure out which items they can complete. 

Prioritize based on the team’s skillsets.

A cross-functional product team might also find itself constrained by the experience and expertise of its developers. If the product roadmap calls for functionality the team does not have the skills to build, this limiting factor will play into scoring those items in their MoSCoW analysis.

Prioritize based on competing needs at the company.

Cross-functional teams can also find themselves constrained by other company priorities. The team wants to make progress on a new product release, but the executive staff has created tight deadlines for further releases in the same timeframe. In this case, the team can use MoSCoW to determine which aspects of their desired release represent must-haves and temporarily backlog everything else.

What Are the Drawbacks of MoSCoW Prioritization?

  Although many product and development teams have prioritized MoSCoW, the approach has potential pitfalls. Here are a few examples.

1. An inconsistent scoring process can lead to tasks placed in the wrong categories.

  One common criticism against MoSCoW is that it does not include an objective methodology for ranking initiatives against each other. Your team will need to bring this methodology to your analysis. The MoSCoW approach works only to ensure that your team applies a consistent scoring system for all initiatives.

Pro tip: One proven method is weighted scoring, where your team measures each initiative on your backlog against a standard set of cost and benefit criteria. You can use the weighted scoring approach in ProductPlan’s roadmap app .

2. Not including all relevant stakeholders can lead to items placed in the wrong categories.

To know which of your team’s initiatives represent must-haves for your product and which are merely should-haves, you will need as much context as possible.

For example, you might need someone from your sales team to let you know how important (or unimportant) prospective buyers view a proposed new feature.

One pitfall of the MoSCoW method is that you could make poor decisions about where to slot each initiative unless your team receives input from all relevant stakeholders. 

3. Team bias for (or against) initiatives can undermine MoSCoW’s effectiveness.

Because MoSCoW does not include an objective scoring method, your team members can fall victim to their own opinions about certain initiatives. 

One risk of using MoSCoW prioritization is that a team can mistakenly think MoSCoW itself represents an objective way of measuring the items on their list. They discuss an initiative, agree that it is a “should have,” and move on to the next.

But your team will also need an objective and consistent framework for ranking all initiatives. That is the only way to minimize your team’s biases in favor of items or against them.

When Do You Use the MoSCoW Method for Prioritization?

MoSCoW prioritization is effective for teams that want to include representatives from the whole organization in their process. You can capture a broader perspective by involving participants from various functional departments.

Another reason you may want to use MoSCoW prioritization is it allows your team to determine how much effort goes into each category. Therefore, you can ensure you’re delivering a good variety of initiatives in each release.

What Are Best Practices for Using MoSCoW Prioritization?

If you’re considering giving MoSCoW prioritization a try, here are a few steps to keep in mind. Incorporating these into your process will help your team gain more value from the MoSCoW method.

1. Choose an objective ranking or scoring system.

Remember, MoSCoW helps your team group items into the appropriate buckets—from must-have items down to your longer-term wish list. But MoSCoW itself doesn’t help you determine which item belongs in which category.

You will need a separate ranking methodology. You can choose from many, such as:

• Weighted scoring
• Value vs. complexity
• Buy-a-feature
• Opportunity scoring

For help finding the best scoring methodology for your team, check out ProductPlan’s article: 7 strategies to choose the best features for your product .

2. Seek input from all key stakeholders.

To make sure you’re placing each initiative into the right bucket—must-have, should-have, could-have, or won’t-have—your team needs context. 

At the beginning of your MoSCoW method, your team should consider which stakeholders can provide valuable context and insights. Sales? Customer success? The executive staff? Product managers in another area of your business? Include them in your initiative scoring process if you think they can help you see opportunities or threats your team might miss. 

3. Share your MoSCoW process across your organization.

MoSCoW gives your team a tangible way to show your organization prioritizing initiatives for your products or projects. 

The method can help you build company-wide consensus for your work, or at least help you show stakeholders why you made the decisions you did.

Communicating your team’s prioritization strategy also helps you set expectations across the business. When they see your methodology for choosing one initiative over another, stakeholders in other departments will understand that your team has thought through and weighed all decisions you’ve made. 

If any stakeholders have an issue with one of your decisions, they will understand that they can’t simply complain—they’ll need to present you with evidence to alter your course of action.  

Related Terms

2×2 prioritization matrix / Eisenhower matrix / DACI decision-making framework / ICE scoring model / RICE scoring model

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