MoSCoW Prioritization Technique in Product Management

MoSCoW Prioritization Technique, also known as the MoSCoW method or MoSCoW analysis, is a prioritization technique used by product managers to build a hierarchy of priorities while prioritizing feature requests or backlogs. In this article, we will learn what is MOSCOW Prioritization, how does it works, its history, real-life examples, advantages, disadvantages, examples and many things related to it.

What is MoSCoW Prioritization Technique?

MoSCoW prioritization is a prioritization technique used by product managers to build a hierarchy of priorities while prioritizing feature requests or backlogs. MoSCoW prioritization, also known as the MoSCoW method or MoSCoW analysis, is a popular requirement management prioritization technique. MoSCoW stands for four types of initiatives: must-have, should-have, could-have, and won't-have, or won't have right now. Some businesses interpret the "W" in MoSCoW to mean "wish."

The agile project management method underpins the MoSCoW prioritization framework. Product managers use this prioritization method to identify as many factors as possible, such as quality, product pricing, and requirements, as early as possible.

How Does MoSCoW Prioritization Technique Work?

A few things must occur before performing a MoSCoW analysis. To begin, key stakeholders and the product team must agree on objectives and prioritization factors. Then, everyone must agree on which initiatives to prioritize.

At this point, your team should also discuss how they will resolve any prioritization disagreements. If you can figure out how to resolve disagreements before they arise, you can help keep things moving forward.Finally, you'll want to agree on the percentage of resources you want to allocate to each category. After you've laid the groundwork, you can start deciding which category is best suited to each initiative.

• Balancing MoSCoW Priorities
• Defining MoSCoW Prioritisation Categories
• Prioritisation Right Time
• Reviewing Priorities

But first, let's take a closer look at each category in the MoSCoW method.

MoSCoW Prioritization Technique Categories

MoSCoW is an acronym to help you remember four separate categories when running a prioritisation session. "MoSCoW" is an acronym that stands for "must-have, should-have, could-have, and won't-have" in general.

1. 'Mo' for 'Must-have initiatives'

This category, as the name implies, includes initiatives that are "musts" for your team. They represent non-negotiable requirements for the project, product, or release at hand.

For example, if you're releasing a healthcare application, security features that aid in compliance may be a must-have initiative.

• what will happen if this initiative is not included in this specific release?
• is there a simpler way to accomplish this?
• will the product work without it?

The "must-have" category necessitates that the team complete a mandatory task. If you're not sure whether something belongs in this category, consider the following.

If the product cannot function without an initiative, or if the release cannot function without it, the initiative is most likely a "must-have."

2. 'S' for 'Should-have initiatives'

Should-have initiatives are one step below must-have initiatives. They are necessary for the product, project, or release, but not critical. If omitted, the product or project continues to function. The initiatives, on the other hand, may add significant value.

"Should-have" initiatives differ from "must-have" initiatives in that they can be scheduled for a future release while not interfering with the current one. Performance enhancements, minor bug fixes, or new functionality, for example, may be "should-have" initiatives. The product functions without them.

3. 'Co' for 'Could-have initiatives'

Nice-to-have initiatives are another term for "could-have" initiatives. "Could-have" initiatives are not required for the product's core function. However, when compared to "should-have" initiatives, they have a much smaller impact on the outcome if they are not implemented.

As a result, initiatives in the "could-have" category are frequently the first to be deprioritized if a project in the "should-have" or "must-have" category proves to be larger than anticipated.

4. 'W' for 'Will not have (this time)'

One advantage of the MoSCoW method is that it assigns several initiatives to the "will-not-have" category. The category can be used to manage expectations about what the team will and will not include in a specific release (or another timeframe you've prioritized).

One method for preventing scope creep is to place initiatives in the "will-not-have" category. If an initiative falls into this category, the team understands that it is not a priority for this time period.

Some initiatives in the "will-not-have" category will be prioritized in the future, while others are unlikely to be implemented. Some teams choose to differentiate themselves by establishing a subcategory within this group.

Why is Prioritization Necessary in Product Management?

Prioritization is essential for successful product management in this fast-paced, ever-changing environment. MoSCoW is one of many prioritization methods, but it is very effective and widely accepted in most organizational practices. This SEO-optimized guide delves into the MoSCoW Prioritization Technique definition, origin, usage in product management, types of it, how it works, and issues encountered during project management.

What is the History of the MoSCoW Method?

The term MoSCoW was coined by software developer Dai Clegg, who developed the method while working at Oracle. He developed the MoSCoW technique to assist his team in prioritizing tasks during product development work. To make it easier to pronounce, the acronym includes lowercase Os between consonants.

During his time at Oracle, software developer Dai Clegg developed the MoSCoW method. He created the prioritization technique to assist his team in prioritizing tasks during product development work.

How can Development Teams use MoSCoW Prioritization Technique?

Although Dai Clegg created the method to help his team prioritize tasks around their limited time, the MoSCoW method also works when a development team faces constraints other than time. As an example:

• Prioritize based on financial constraints: What if the limiting factor for a development team is not a deadline but a company-imposed tight budget? Working with the product managers, the team can use MoSCoW to determine which initiatives are must-haves and which are nice-to-haves. The team can then determine which items they can complete using the development department's budget as a guide.
• Prioritize tasks based on the skillsets of the team: A cross-functional product team may be limited by the experience and expertise of its developers. If the product roadmap calls for functionality that the team lacks the skills to build, this limiting factor will factor into how those items are scored in their MoSCoW analysis.
• Prioritize based on competing company needs: Cross-functional teams may also be limited by other company priorities. The team wants to make progress on a new product release, but the executive team has set strict deadlines for additional releases within the same timeframe. In this case, the team can use MoSCoW to determine which aspects of their desired release are must-haves and backlog everything else temporarily.

When Do We Use this MoSCoW Prioritisation Method?

MoSCoW prioritization works well for teams that want to include representatives from across the organization in their process. By involving participants from various functional departments, you can gain a broader perspective.

Another reason of using MoSCoW Prioritization Technique is that it allows your team to determine how much effort goes into each category. As a result, you can ensure that each release includes a diverse set of initiatives.

MoSCoW Prioritization Technique Rules

• "Musts" in 50-60% of the time, "Must and Should" in 60-70% of the time, and 80% for client satisfaction.
• 20% set aside for delight, allowing for flexibility in completion.
• Discussions with clients and stakeholders are essential for achieving a common understanding.
• It is critical to reach an agreement on feature categorization.
• Calculate the time for "Must and Should" within the 60-80% range.
• To effectively manage unforeseen challenges, do not exceed 80%.
• Going above 80% increases the likelihood of failure in the event of a challenge.
• Promotion is linked to balancing regular delivery with "Could" opportunities.
• Delivering on "Must and Should" is essential for advancement.
• The continuous pursuit of innovative "Could" opportunities is critical.
• The 20% time allotted is critical for investigating creative "Could" opportunities.
• Priorities must be balanced to ensure proactive and adaptive product management.

MoSCoW Prioritization Technique Real Time Example

The MoSCoW prioritization strategy is applicable to any industry or project type because it is concerned with project decision-making rather than the subject matter itself. Here's an example of how the MoSCoW prioritisation method can help the product manager and business analyst get started on their first draft:
Consider a simple real-time scenario. How do the PM and BA categorize the features of a child's bike?

Must-Have

A frame and two wheels are required.

Should-Have

• Pedals to allow saddle adjustment
• Chain safety cover to stabilize or fit them if needed (the last two features can be classified as "could-haves" depending on how important they are to the child/parents).

Could-Have

Optional features include a horn to warn onlookers, a lovely bike color, front suspension, and Presta valves for inflating tires.

Won't-Have

• A Bluetooth bike speaker and valve caps to cover the tire valves are not included.
• Although it may appear strange that pedals and brakes are not in the "must-have" category, they are not required for a child's bike. A bike is, by definition, a two-wheeled transportation device; thus, it must have two wheels and a frame to connect the wheels, but everything else is up for debate and negotiation.
• Small children, for example, can learn to ride a bike using only their feet, without the need for pedals or brakes. This simple example also shows how expectations and requirements frequently clash. People frequently have high expectations, but these are not the same as essential needs.

Advantages of MoSCoW Prioritization Method

• Simple to learn: Because the method is based on very simple principles that are simple to grasp, you won't need to do much preliminary research before getting started.
• Helps in prioritization: It is beneficial to clearly visualize priorities and arrange them in a hierarchy. You'll never be confused about which elements are more or less important than others this way.
• Useful in group discussions: Using the MoSCoW method in group discussions can be an excellent way to encourage team members to share their thoughts. It can be used to start a conversation and get everyone on the same page.

Disadvantages of MoSCoW Prioritization Method

Though MoSCoW is a strong instrument, one needs to remember that all tools have their limits. Drawbacks include the potential for:

• Rigidity: Some projects have a fluid nature that these fixed categories might not be able to accommodate.
• Overemphasis on Must-haves: This leads to emphasizing the critical elements while overlooking some of the Would-haves and Should-haves.
• Subjectivity: There could also be different perspectives from stakeholders as they agree on the priorities.

For which contexts or situations does one use MoSCow Method for Prioritization?

MoSCoW is particularly effective in scenarios where:

• Project Complexity: For those large projects, where you need to take the disciplined approach of prioritizing.
• Limited Resources: The principle of MoSCoW is useful in resource-intensive circumstances where a decision must be made about whether something should be included or excluded.
• Stakeholder Alignment: However, when there is a stakeholder need for a shared understanding of what projects are a priority.

Best Practices for Using MoSCoW Prioritization Technique

To maximize the benefits of MoSCoW, consider the following best practices:

• Collaborative Workshops: Have cross-sectional teamwork meetings with relevant parties and together give priorities to one another.
• Regular Reviews: Keep on reviewing and reassessing priorities as the project situation changes.
• Documentation: Make sure you clearly state the justification for each prioritization choice to create an open record.
• Flexibility: Be ready to readjust priorities according to new necessities or change of state under project circumstances.

Conclusion: MoSCoW Prioritization Technique

MoSCoW becomes a dancer and plays a role of a choreographer in a dance of product management where there is time, resouces and expectations dance. This describes how it has transformed itself from an agile methodology to a very flexible tool used in different organizations today. The philosophy of MoSCoW is centred on teamwork, therefore in order to be proficient in this management tool one needs to comprehend its concepts and embrace its thinking. These letters – M, S, C, and W cease being ordinary ones; instead, they point out directions towards success.

MoSCoW remains a time-tested classic in the field of product management development—an irreplaceable element of every skilled product manager’s toolbox, offering a paradigm that goes beyond the four letters of an acronym and presents a masterful orchestra of priority.